New work, transformational and virtual leadership: lessons from COVID-19 and other crises

TABLE OF CONTENTS

1. Introduction to the New Work Concept
2. New Work as an Opportunity for Performance Excellence
3. Change Management as the Trigger for New Work
4. Culture Change Towards New Work Concepts
5. Virtual and Global Networks
6. Transformational Leadership in New Work Organizations
7. New Office Concepts in the Post COVID-19 Times
8. Managing New Work Through Emotional Intelligence (EI)
9. Innovation Management as a Driver for Changing Work Styles
10. Diversity and New Work Teams
11. Artificial Intelligence (AI) as Impulse for New Work
12. Lean Management and New Work Concepts
13. New Work and Corporate Social Responsibility (CSR)
14. New Work in Education and Teaching
15. New Work in the Automotive Industry
16. New Work in Health Sector
17. New Work and Its Impact on Public Procurement and Global Supply Chains
18. Outlook of New Work 2030.

The increasing globalization, the battle for talents, and global trends are changing the work patterns in organisations around the globe. Enterprises are working across country and cultural borders alongside complex supply and demand networks. Global incidents such as the financial crisis in 2008 and the recent COVID-19 pandemic have forced global organizations to find innovative ways to continue to connect globally and maintain a competitive advantage. Therefore, innovative enterprises have established global and virtual organisations including members of the value chain on the supply and demand side. This book outlines these new work and leadership styles, and agile organisations, which are necessary to work virtually and globally. It provides case studies and experiences from different global organizations in different industries and sectors with a focus on value-adding processes and services