Team Management in Post-COVID Virtual and Hybrid Work Models in Multinational Corporations: An Institutional and Empirical Examination

This study investigates how senior directors in multinational corporations coordinate and direct geographically dispersed teams in post-COVID virtual and hybrid work environments. It builds a three-layer framework covering leadership enactment, coordination mechanisms and contextual navigation, drawing on e-leadership, leader–member exchange, media synchronicity, trust and intercultural collaboration research. Using a multiple interpretive case study design with 12–15 interviews of senior directors and supplementary input from team members, analysed through reflexive thematic analysis, it aims to help leaders design coordination mechanisms and build trust across borders.