TY - JOUR A1 - Carradini, Stephen A1 - Getchell, Kristen A1 - Cardon, Peter A1 - Fleischmann, Carolin A1 - Aritz, Jolanta A1 - Stapp, James T1 - Evidence-based recommendations for recorded meetings policies JF - Business Horizons N2 - 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. KW - Policy KW - Psychological safety KW - Recorded meetings KW - Virtual meetings Y1 - 2023 U6 - https://doi.org/10.1016/j.bushor.2023.08.003 ER - TY - JOUR A1 - Seeber, Isabella A1 - Fleischmann, Carolin A1 - Cardon, Peter A1 - Aritz, Jolanta T1 - Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges JF - Group Decision and Negotiation N2 - 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. KW - Artificial Intelligence KW - Collaboration KW - Digital nudging KW - Global virtual teams KW - Psychological safety KW - Team intervention Y1 - 2024 U6 - https://doi.org/10.1007/s10726-024-09899-5 ER -