All around the world, the Covid-19 health crisis has forced companies to reorganize work abruptly, quickly and deeply, and telework has become a systematic work modality for many employees in a few days. This increase in telework is likely to continue. Indeed, if telework is a suitable answer to confinement and crisis situations, it also answers other demands of our society, such as the will to reduce real estate costs for companies, the ecological and economical wish to reduce travels, or the expectations of employees in terms of life balance and autonomy. This evolution is underway, but it is not without profoundly changing the way we work, both individually and collectively. This special issue aims at answering the different empirical and theoretical questions that arise around the capacity of organizations to function in a fluid and efficient way, as well as around the question of the efficiency of work collectives or that of a management of hybridity. The first axis is to study the impact of this profound change in terms of health at work, articulation between personal and professional life, maintaining the link to the organization, team functioning and performance and productivity at work. A second axis focuses on the exercise of leadership and management practices adapted to remote work, often associated with management by objectives, but which it is essential to characterize more finely. Finally, a third axis aims at better understanding how telework activity is carried out.
Special issue : Vol. XXIX, Issue CFP_SI_SANTE (2023)
STATUS : In progress
Health Behaviour, Personal and Organisational Health in the Age of Covid 19
Guest editor(s): Ann, Langley ; Anne-Laure,GATIGNON TURNAU
The purpose of this special issue is to bring together contributions on health issues, to provide an overview and to reflect on the relevance of structuring the field of organisational behaviour around the theme of health. The contributions can be situated at the different traditional levels of analysis of the field of organisational behaviour: individuals, groups, organisations, as well as in the links within and between these different levels.
Inclusion has become a central issue for organizations in terms of CSR, employer image and management (Kele et al., 2022). In this special issue, we will value all types of theoretical or empirical contributions, quantitative, qualitative or both. Several levels of analysis, micro-, meso- and macro-organizational (Adamson et al, 2021) can be proposed, the goal being to have a global but also fine understanding of the inclusive organization. First of all, contributions around the conditions that foster a sense of inclusion are expected. A second type of contribution is expected in a comparison of the concept of inclusion and organizational behaviors as well as the social performance of organizations. The contributions can also, to some extent, be articulated around the power dynamics at play around the inclusive organization. Through this special issue, we hope to promote research that evokes the discourse and practices of inclusion, but also to show how inclusive politics takes shape within organizational contexts and to what extent the integration of different singularities is feasible. We hope that this special issue will help answer many of the questions listed below: 1. How has the shift from diversity management to inclusion changed organizational perceptions, behaviors and practices? 2. How is the "all-inclusive" discourse relevant and what reality(s) does it represent? 3. What form(s) do the discourses and practices of inclusion take in different organizational, sectoral and cultural contexts? 4. How does the concept of inclusion question the notion of power within organizations? 5. How does inclusion manifest itself in different contexts for different singularities? 6. What are the paradoxes of inclusion? What are the contours of the exclusion/inclusion equation?
All around the world, the Covid-19 health crisis has forced companies to reorganize work abruptly, quickly and deeply, and telework has become a systematic work modality for many employees in a few days. This increase in telework is likely to continue. Indeed, if telework is a suitable answer to confinement and crisis situations, it also answers other demands of our society, such as the will to reduce real estate costs for companies, the ecological and economical wish to reduce travels, or the expectations of employees in terms of life balance and autonomy. This evolution is underway, but it is not without profoundly changing the way we work, both individually and collectively. This special issue aims at answering the different empirical and theoretical questions that arise around the capacity of organizations to function in a fluid and efficient way, as well as around the question of the efficiency of work collectives or that of a management of hybridity. The first axis is to study the impact of this profound change in terms of health at work, articulation between personal and professional life, maintaining the link to the organization, team functioning and performance and productivity at work. A second axis focuses on the exercise of leadership and management practices adapted to remote work, often associated with management by objectives, but which it is essential to characterize more finely. Finally, a third axis aims at better understanding how telework activity is carried out.
The purpose of this special issue is to bring together contributions on health issues, to provide an overview and to reflect on the relevance of structuring the field of organisational behaviour around the theme of health. The contributions can be situated at the different traditional levels of analysis of the field of organisational behaviour: individuals, groups, organisations, as well as in the links within and between these different levels. 
Inclusion has become a central issue for organizations in terms of CSR, employer image and management (Kele et al., 2022). In this special issue, we will value all types of theoretical or empirical contributions, quantitative, qualitative or both. Several levels of analysis, micro-, meso- and macro-organizational (Adamson et al, 2021) can be proposed, the goal being to have a global but also fine understanding of the inclusive organization. First of all, contributions around the conditions that foster a sense of inclusion are expected. A second type of contribution is expected in a comparison of the concept of inclusion and organizational behaviors as well as the social performance of organizations. The contributions can also, to some extent, be articulated around the power dynamics at play around the inclusive organization. Through this special issue, we hope to promote research that evokes the discourse and practices of inclusion, but also to show how inclusive politics takes shape within organizational contexts and to what extent the integration of different singularities is feasible. We hope that this special issue will help answer many of the questions listed below: 1. How has the shift from diversity management to inclusion changed organizational perceptions, behaviors and practices? 2. How is the "all-inclusive" discourse relevant and what reality(s) does it represent? 3. What form(s) do the discourses and practices of inclusion take in different organizational, sectoral and cultural contexts? 4. How does the concept of inclusion question the notion of power within organizations? 5. How does inclusion manifest itself in different contexts for different singularities? 6. What are the paradoxes of inclusion? What are the contours of the exclusion/inclusion equation?