As remote work becomes a global norm, virtual collaboration platforms have emerged as indispensable tools for the daily operations of multinational enterprises (MNEs). These platforms enhance organizational communication effectively. Emerging studies have also focused on the impact of these platforms on employees. However, most existing studies take a linear view of their impacts. Drawing on the Job Demands–Resources (JD-R) model, this paper develops an integrative conceptual framework to elucidate the “double-edged sword” effect of using virtual collaboration platforms.

We propose a dual-path model in which virtual platform use influences employee outcomes via two contradictory psychological mechanisms: the empowerment path (via psychological safety) and the exhaustion path (via cognitive role overload). Furthermore, we integrate leadership styles (transformational vs. transactional) and individual boundary management styles as important moderators that shape the impact of virtual platforms. By synthesizing these factors, this study offers a series of theoretical propositions that explain how the interplay between technology and context shapes team cohesion and digital work fatigue. The framework provides a theoretical foundation for future research and offers feasible actions for MNEs to optimize digital workplace strategies and bolster workforce resilience in the digital era.

Authors:
Jieqiong Cao, Singapore University of Social Sciences, Singapore
Jiaqiang Deng, Singapore University of Social Sciences, Singapore

About the Presenter(s)
Dr Jieqiong Cao is a University Assistant Professor/Lecturer at Singapore University of Social Sciences in Singapore

See this presentation on the full schedule – Tuesday Schedule

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