how employees will respond in the long-term to the blurring of public and private space and how the reorganization of reopened sites will unfold. Emerging research suggests that returning to work in the “new normal” after being out of work or teleworking to some capacity creates issues with employee focus, engagement, and mental reattachment to upcoming work. Furthermore, Shao et al. (2021) argue that workers’ newfound flexibility in working from home or at the office is impacted by stressors they encountered on the previous day. This research has implications for understanding the driving factors of daily work location choices, and how telework will unfold in a post-Covid world. Another research concern centers on the nonnegligible chance of community transmission in the workplace which poses a threat to returning workers. While many workplaces shut down following the onset of the Covid-19 pandemic, others in essential industries had to remain operational, thus exposing employees to virus dangers. However, firms varied significantly in the degree to which they took action to protect their employees. Steinbach, Kautz and Korsgaard (2021) found that these firm compensation actions were associated with a growth in positive stakeholder sentiment. The reintegration of workers into face-to-face work settings has also launched academic debate on privacy and ethical concerns surrounding mandatory vaccination requirements and/or weekly testing. While our knowledge of online collaboration has yet to incorporate the dynamic urgency created by the pandemic, it is very likely that closures of traditional workplaces, physical distancing requirements, and the difficulties firms face reopening sites will fundamentally shift research on virtual work. See also Cultural diversity Distributed development Job characteristic theory Remote work Resident (engineer) Swift trust theory Teamwork Virtual business Virtual community of practice Virtual management Virtual workplace Virtual_project_management Virtual volunteering Work design References Further reading Carmel, E. and J.A. Espinosa. (2011) I'm Working While They're Sleeping: Time Zone Separation Challenges and Solutions, USA: Nedder Stream Press. Duarte, D.L., & Snyder, N.T. (2006). Mastering Virtual Teams (3rd ed.). San Francisco: Jossey-Bass. Jarvis, Dana E. (2010) 7 Essentials for Managing Virtual Teams, University Readers, San Diego, CA. Konetes, G., & Wiggins, B.E. (2009, September). The effectiveness of virtual teams. In Proceedings of the Laurel Highlands Communications Conference (pp. 11–18). Indiana: Indiana University of Pennsylvania. Lipnack, Jessica and Stamps, Jeffrey Virtual Teams. Wiley (2 edition - September 13, 2000) Sessa V. et al. Geographically Dispersed Teams (1999). Wiggins, B.E. (2009, July). Global teams and