Forthcoming Articles

International Journal of Environment, Workplace and Employment

International Journal of Environment, Workplace and Employment (IJEWE)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Environment, Workplace and Employment (4 papers in press)

Regular Issues

  • Leadership challenges with hybrid employees job performance and well-being: an integrative literature review   Order a copy of this article
    by Selina Schober 
    Abstract: Hybrid work models present ongoing challenges that affect employee performance and wellbeing. These include the need for clear leadership practices, adapted management approaches, effective digital integration, balanced worklife expectations, and trust and recognition. Although hybrid work offers both opportunities and risks, limited research has systematically examined how leadership practices shape employee outcomes. In Germany, where participation in hybrid work has increased significantly, the literature has focused mainly on technology use and organisational strategies, leaving gaps in understanding the effects on productivity, performance, and wellbeing. This integrative literature review examines how leadership practices influence employee job performance and wellbeing in hybrid work environments. The findings suggest that leadership grounded in trust, autonomy, and effective boundary management is associated with higher satisfaction, motivation, and performance, whereas misaligned leadership may reduce wellbeing and engagement.
    Keywords: employee performance; employee well-being; Germany; hybrid work; hybrid leadership; leadership practices; job performance; organisational culture; remote work; transformational leadership; virtual leadership.
    DOI: 10.1504/IJEWE.2026.10079980
     
  • Strategic human capital management practices in the Indian manufacturing sector: examining drivers and organisational performance linkages   Order a copy of this article
    by Sreedevi Peyyala, N. Kishore Babu 
    Abstract: The present study examines the impact of key strategic human capital management (SHCM) practices on organisational performance in the Indian manufacturing context. Data were collected from three large-scale firms located in Andhra Pradesh, India. A total of 600 questionnaires were distributed to middle and junior-level employees, yielding 541 valid responses. The data were analysed using exploratory factor analysis (EFA) and structural equation modelling (SEM). The results identified five key SHCM drivers leadership development, employee engagement, talent acquisition and retention, worklife balance, and learning and development as significant predictors of organisational performance. Findings indicate that employees hold positive perceptions toward SHCM practices implemented within their organisations. Furthermore, the analysis revealed a significant positive relationship between SHCM drivers and organisational performance. The study underscores the importance of adopting effective SHCM practices to enhance organisational outcomes, align human capital with strategic objectives, and strengthen competitive advantage. These insights provide valuable implications for managers and policymakers seeking to optimise workforce potential and sustain long-term organisational success.
    Keywords: strategic human capital management; SHCM practices; leadership development; employee engagement; EE; talent acquisition and retention; TR; work-life balance; WB; learning and development; L&D.
    DOI: 10.1504/IJEWE.2026.10081295
     
  • Remote onboarding in global virtual teams: an integrative literature review   Order a copy of this article
    by Massimiliano Meneguz 
    Abstract: As companies rely more on globally distributed workforces, remote onboarding has become a critical challenge. Despite the growth of remote work and global virtual teams (GVTs), little is known about employee experiences of remote onboarding. This integrative literature review examines the experiences of GVT members in German-headquartered companies and considers how organisations and leaders can design effective onboarding in virtual environments. Although remote work and GVTs are defining features of modern organisations, the effects of onboarding practices on integration, satisfaction, and performance remain poorly understood. Framed by organisational socialisation, remote onboarding, and global virtual teams, the review finds that structured, multi-level onboarding, leadership engagement, peer support, and technological enablement are essential for successful integration of new hires into GVTs. Poorly managed onboarding creates ambiguity, reduces engagement, and weakens social connections. The review contributes to theory and practice by highlighting inclusive remote onboarding strategies that support long-term engagement and resilience.
    Keywords: global virtual teams; GVTs; leadership; newcomer adjustment; organisational socialisation; remote onboarding; remote work; working from home; leadership engagement; peer support; technological enablement.
    DOI: 10.1504/IJEWE.2026.10081374
     
  • Exploring remote onboarding in global virtual teams: a multiple case study   Order a copy of this article
    by Massimiliano Meneguz 
    Abstract: As organisations increasingly rely on remote work and global virtual teams (GVTs), traditional onboarding practices have become less suitable for integrating employees in dispersed virtual environments. Organisational leaders have limited knowledge of how remote onboarding influences employee adjustment, organisational socialisation, and collaboration within GVTs. This qualitative multiple case study explores the experiences of GVT members in Germany-headquartered companies during remote onboarding. Data sources included semistructured interviews with ten participants, reflective field notes, and archival data. Thematic analysis and cross-case synthesis identified five major categories: organisational socialisation and entry into GVTs; onboarding processes led by headquarters; positive aspects of remote onboarding; challenges of remote onboarding; and team member involvement during onboarding. The findings offer insights into structured onboarding, leadership engagement, and peer support that may improve integration and reduce adjustment difficulties in remote environments. They extend understanding of employee integration in distributed settings and inform future research and organisational practice
    Keywords: global virtual teams; leadership; newcomer adjustment; organisational socialisation; remote onboarding; remote work; working from home.
    DOI: 10.1504/IJEWE.2026.10081375
     

 

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