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    <id>2300</id>
    <completedYear>2023</completedYear>
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    <thesisYearAccepted/>
    <language>eng</language>
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    <title language="eng">Evidence-based recommendations for recorded meetings policies</title>
    <abstract language="deu">Virtual meeting recordings have become a common part of virtual and hybrid workplace environments. Meeting recordings offer potential benefits (speedy transcript production, expedited information sharing, searchable information, inclusion of visual and tonal expressions) and drawbacks (difficulty discussing sensitive issues, employee privacy, limited off-the-record capabilities, and employee concerns over sharing recordings). Given this variance, policies for virtual meetings are a necessity. Managers can successfully implement a policy by co-creating policy preferences with employees in open-ended and nonjudgmental conversations that openly discuss potential benefits, drawbacks, and employee concerns. Topics such as when to record, when not to record, how to gain consent, and who will have administrative and sharing rights should be covered. Accessibility concerns, use or rejection of software features, for how long and where meeting recordings should be stored, and emerging issues such as use of virtual reality meetings and AI tools are areas of less urgency that may be part of the conversations. Managers should deliver policy preferences to a group of representatives from Human Resources, Information Technology, and the executive team to compose the policy, request a legal review, then introduce and implement it in the organization.</abstract>
    <parentTitle language="eng">Business Horizons</parentTitle>
    <identifier type="doi">10.1016/j.bushor.2023.08.003</identifier>
    <enrichment key="opus.import.data">@articlecarradini_evidence-based_2023, title = Evidence-based recommendations for recorded meetings policies, issn = 0007-6813, url = https://www.sciencedirect.com/science/article/pii/S0007681323000940, doi = 10.1016/j.bushor.2023.08.003, abstract = Virtual meeting recordings have become a common part of virtual and hybrid workplace environments. Meeting recordings offer potential benefits (speedy transcript production, expedited information sharing, searchable information, inclusion of visual and tonal expressions) and drawbacks (difficulty discussing sensitive issues, employee privacy, limited off-the-record capabilities, and employee concerns over sharing recordings). Given this variance, policies for virtual meetings are a necessity. Managers can successfully implement a policy by co-creating policy preferences with employees in open-ended and nonjudgmental conversations that openly discuss potential benefits, drawbacks, and employee concerns. Topics such as when to record, when not to record, how to gain consent, and who will have administrative and sharing rights should be covered. Accessibility concerns, use or rejection of software features, for how long and where meeting recordings should be stored, and emerging issues such as use of virtual reality meetings and AI tools are areas of less urgency that may be part of the conversations. Managers should deliver policy preferences to a group of representatives from Human Resources, Information Technology, and the executive team to compose the policy, request a legal review, then introduce and implement it in the organization., urldate = 2023-09-19, journal = Business Horizons, author = Carradini, Stephen and Getchell, Kristen and Cardon, Peter and Fleischmann, Carolin and Aritz, Jolanta and Stapp, James, month = aug, year = 2023, keywords = Policy, Psychological safety, Recorded meetings, Virtual meetings, file = ScienceDirect Snapshot:CUsersjach208ZoterostorageFEVSKWIRS0007681323000940.html:text/html,</enrichment>
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    <author>Stephen Carradini</author>
    <author>Kristen Getchell</author>
    <author>Peter Cardon</author>
    <author>Carolin Fleischmann</author>
    <author>Jolanta Aritz</author>
    <author>James Stapp</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Policy</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Psychological safety</value>
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    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Recorded meetings</value>
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    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Virtual meetings</value>
    </subject>
  </doc>
  <doc>
    <id>2655</id>
    <completedYear>2024</completedYear>
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    <language>eng</language>
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    <title language="eng">Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges</title>
    <abstract language="eng">Psychological safety (PS), the feeling of being comfortable to express one’s ideas or opinions in teams, is a key determinant of successful global virtual teams (GVT). Even though considerable knowledge exists about its antecedents, it is unknown how team-based interventions (TBI) and technology-based interventions (digital reminder nudges, DRN) foster PS among team members. Based on a survey involving 235 participants, our data show that TBI and DRN foster psychological safety in GVT. However, only the effect of TBI on psychological safety can be explained with a higher-quality coordination process. It remains unclear what causal mechanism explains the effect of DRN. These findings contribute to the literature on PS by showing that TBI facilitate effective coordination processes and to the literature on digital nudges by demonstrating that technology-based reminders drive PS.</abstract>
    <parentTitle language="eng">Group Decision and Negotiation</parentTitle>
    <identifier type="doi">10.1007/s10726-024-09899-5</identifier>
    <enrichment key="opus.import.data">@articleseeber_fostering_2024, title = Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges, issn = 1572-9907, shorttitle = Fostering Psychological Safety in Global Virtual Teams, url = https://doi.org/10.1007/s10726-024-09899-5, doi = 10.1007/s10726-024-09899-5, abstract = Psychological safety (PS), the feeling of being comfortable to express one’s ideas or opinions in teams, is a key determinant of successful global virtual teams (GVT). Even though considerable knowledge exists about its antecedents, it is unknown how team-based interventions (TBI) and technology-based interventions (digital reminder nudges, DRN) foster PS among team members. Based on a survey involving 235 participants, our data show that TBI and DRN foster psychological safety in GVT. However, only the effect of TBI on psychological safety can be explained with a higher-quality coordination process. It remains unclear what causal mechanism explains the effect of DRN. These findings contribute to the literature on PS by showing that TBI facilitate effective coordination processes and to the literature on digital nudges by demonstrating that technology-based reminders drive PS., language = en, urldate = 2024-09-16, journal = Group Decision and Negotiation, author = Seeber, Isabella and Fleischmann, Carolin and Cardon, Peter and Aritz, Jolanta, month = aug, year = 2024, keywords = Artificial Intelligence, Collaboration, Digital nudging, Global virtual teams, Psychological safety, Team intervention, file = Full Text PDF:CUsersjach208Zoterostorage5SBKRKXNSeeber et al. - 2024 - Fostering Psychological Safety in Global Virtual Teams The Role of Team-Based Interventions and Dig.pdf:application/pdf,</enrichment>
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    <author>Isabella Seeber</author>
    <author>Carolin Fleischmann</author>
    <author>Peter Cardon</author>
    <author>Jolanta Aritz</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Artificial Intelligence</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Collaboration</value>
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    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Digital nudging</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Global virtual teams</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Psychological safety</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Team intervention</value>
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