Virtual work challenges and opportunities in the Asia-Pacific region: the role of organizational virtual work climate

The COVID-19 pandemic caused sudden and unexpected changes where over half of the countries in the world were in various forms of lockdown by April 2020. Consequently, working for many employers and employees changed more towards virtual work practices. Since the restrictions have eased, many managers and employees want to continue using hybrid modes of working in the future. However, there are a number of concerns and differences of opinion as to what constitutes the optimal arrangements for all internal and external stakeholders. The main aim of this chapter is to provide managers and employees with a framework to assess the suitability and strength of the organizational climate in mitigating negative outcomes from telework such as job stress, isolation and work-life challenges. Much of the available research on the changing nature of work and employment has concentrated on Western country contexts. Similar studies in the East have struggled to take into full consideration unique local factors such as culture, social behaviour and organizational environments that are contextually different from what is predominantly reported in the literature. The chapter compares and contrasts the recent literature on telework practices in three countries in the Asia-Pacific region, namely, China, Singapore and Thailand. The chapter offers analysis and discussion on the national and organizational contexts characteristic of these three selected countries and highlights for each key indicators of effective virtual work climate. Finally, this chapter offers recommendations to improve organizations’ capabilities for facilitating successful remote work activities that lead to increased employee job satisfaction and productivity.