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2021 virtual conference

June 28, 2021

3:00 PM [Central European Time]



3:00       Welcome message from ISSWOV President Abhishek Goel


3:05       Keynote 1

Virtual Leadership

Dr. George Banks, University of North Carolina at Charlotte


As a result of the global pandemic, more employees are working remotely than ever before, and it is likely that the rate of virtual work will remain elevated as a result. Unfortunately, many of the studies that have been conducted on virtual leadership are inadequate due to endogeneity bias and the conflation of the measurement of behaviors with leader evaluations. Further, it is still unclear how leadership behaviors generalize across international contexts. The current talk will present evidence on virtual leadership behavior across countries and will present a set of opportunities for future inquiry.

4:00       Keynote 2

George Banks.jpg
Why working from home will stick

Dr. Nicholas Bloom, Stanford University


We survey 12,500 Americans over several waves to investigate whether, how, and why working from home will stick after COVID-19. The pandemic drove a mass social experiment in which half of all paid hours were provided from home during the last year. Our survey evidence says that 20 percent of all full workdays will be supplied from home after the pandemic ends, compared with just 5 percent before. Mechanisms behind the persistent shift to working from home include diminished stigma, better-than-expected experiences working from home, investments in physical and human capital that enable working from home, reluctance to return to pre-pandemic activities, and network effects that amplify other mechanisms. We also examine some implications of a persistent shift in working arrangements: First, high-income workers, especially, will enjoy large savings in commuting time. Second, we forecast that the post-pandemic shift to working from home will lower consumer spending in major city centers by about 5 percent. Third, re-optimizing working arrangements in light of learnings from the WFH experiment offer the potential to raise productivity by as much as 7 percent.


5:00       ISSWOV Cross-cultural research competition first finalist presentation

International ICT Seagulls Project



The “International ICT Seagulls Project” is a guided project. It was first designed by the author and put into practice in 2004. The author and the jury members determine main global problems each year, based upon the current needs of changing world agendas, as the themes of the project. Then, those themes are announced worldwide to invite the interested teams who might be; 1. K-12 student and teacher teams including parents. 2. University students 3. Disabled teams 4. NGO leaders, local governors, and business people. Every year, the Project starts in November and ends in the second week of June. In seven months, the registered, participating team; which is called “İmece=Collaboration Circle” focuses on the pre-determined specific problem area, studies scientifically, and brings a solution to the problem, and then shares all the steps and the outcomes through a Web Page. A circle is made up of five to ten members. They are categorized separately while being assessed. The approval of the team leader and the organization is mandatory via a protocol. This is to evidence the administrator’s commitment and support to the project. The main ingredients of the project are; creativity, innovativeness, effective technology use, sharing and caring for each other, applying conflict management rules when needed, and managing time precisely. The designer of the Project organizes online training for each team through Zoom, WhatsApp, or Skype and shares the training PowerPoint presentations with them. All communication is achieved through e-mails or Skype Conferences.

5:20       ISSWOV Cross-cultural research competition second finalist presentation

Mapping indigenous leadership across 8 countries: Values, processes, attributes, and outcomes



Value-based leadership (VBL) theories are a group of recent theories in leadership that emphasize the role of values in influencing and managing human behavior in organizations. Usually, these theories highlight values such as ethics, honesty, respect, and equity. Known VBL theories include transformational leadership and ethical leadership. The current proposal argues that indigenous leadership, typically investigated in traditional societies, is naturally based on similar values, hence driving communities to act more responsibly towards other groups, and towards the environment in which they live in. The role of values in indigenous cultures, especially in cross-cultural studies, has received little attention from researchers, which represents a first gap to be addressed in the current proposal. The current proposal defends that indigenous leadership values and processes can be found in modern corporations. Furthermore, the proposal suggests that values and workplace dynamics characteristic of indigenous leadership add value to such corporations, and even more so in a business environment increasingly concerned with sustainability and responsible culture. The second objective of this research is to explore indigenous leadership in modern corporations and to assess its impact on individual and organizational behavior. The research comprises two stages. In the first one, a qualitative approach combines literature review, interviews, and the Delphy technique, to identify and characterize values and indigenous leadership processes in the participating countries. The second stage is also a qualitative investigation, based on case studies, to explore the influence of indigenous leadership in small to medium-size corporations in modern economies.

5:40       General Discussion and Concluding Remarks.

               Abhishek Goel, Luis Arciniega, and Horia Moasa.

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