Abstract
This chapter explores the major lessons learned from the COVID-19 pandemic, which has strongly influenced collaboration in almost all private and public organizations. Hybrid collaboration refers to the balance between onsite and remote collaboration in such a way that organizational performance, employee involvement and innovativeness can be optimized. When we focus on different levels of aggregation, it is proposed that different balances of hybrid work collaboration are needed at the level of teams, the internal organization, and the organization in relation to its external stakeholders (ecosystem). Such a hybrid collaborating organization requires a multidisciplinary understanding and effort in which (top) management, employees, and other internal and external stakeholders share knowledge, interact, and work together to generate benefits, both tangible and intangible, that an organization can provide to what relevant stakeholders actually value. In conclusion, some dilemmas that most organizations have to deal with during their journey toward shaping hybrid collaboration organizations will be discussed.
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van der Velden, J., Deprez, F.L. (2023). Shaping Hybrid Collaborating Organizations. In: Bergum, S., Peters, P., Vold, T. (eds) Virtual Management and the New Normal. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-06813-3_3
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