Remote Entrepreneurship in the Post-COVID-19 Period

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Table of Contents

Introduction
Background
Aim
Objectives
Conclusion
Reference List

Introduction

The global health pandemic that began in 2020 influenced all businesses and all enterprises. However, some companies demonstrate a particular range of resistance or have found a new operating environment system. The adverse effects of COVID-19 have been observed in the political, psychological, social, and political spheres of life. In minimizing the consequences of the pandemic, some nations have suspended industry and business operations and have adopted new models such as lockdowns and observation of social distancing to lower disease transmission rates. It has resulted in bankruptcies, closures, and lower levels of consumption. Most economic professionals consider the pandemic an unpredictable occurrence with severe effects and great significance that dramatically evolves the economic and political climate (Fana et al., 2020). Entrepreneurs identify the COVID-19 as a global disaster that can transform the organization application of remote working and virtual reality. This paper explores entrepreneurial opportunities in virtual reality and remote working in the post-COVID-19 period.

Background

Remote working is a flexible enterprise work where employees work in areas distant from their production facilities or central offices. There is no physical conduct among workers, and they interact through technology. Before the outbreak of the COVID-19, most employees had little experience in remote working, and most organizations were not willing to support the activity (Pratap et al. 2020). The pandemic provided an incentive to use the technology, which created the potential for improvement and evolution resulting from the increased adoption. The pandemic has led to innovation among companies and employees moving to remote work (Wang et al., 2021). Teleworking will enhance flexibility among the organization’s workers while lowering the environmental effects of mobility.

Aim

The project’s central aim is to explore entrepreneurial opportunities in the future application of virtual reality and remote working in the post-COVID-19 period by evaluating the current state of these fields.

Objectives

The research objectives of this project are:

Determine conditions that influence the execution of remote working and virtual reality
Draw on the theoretical perspectives of organizational work design, relevant company systems of value improvement, reports, and frameworks to identify how the system can be developed and improved.
Establish a database of organizations that have introduced remote work and evaluate the efficiency of their approach.

The development of justification will be by an informed literature evaluation, assessing existing market reports statistics and reports with scholarly academic literature to define essential context and issues based on the idea, establish the idea, and describe the benefits among organizations that executed the strategy. The methodology part follows the literature analysis. There was a gathering of secondary sources of information in organizations’ websites, specialized economic press, and journals. The report was applied in the identification of company operations, business size, and international activities. There is also a collection of information linked with remote networkers, information source, and publication date. The data assessment performance is basing on a configuration strategy under the asymmetric hypothesis. The organization’s novelty choices about the pandemic justify the design. The asymmetry of interest motives explain the impacts of remote networking.

Entrepreneurship is not limited to new ventures and innovation systems. Organizational entrepreneurship entails extending the companies’ products and services of corresponding and competency opportunity set by the internal combination of advanced developed resources (Westhead & Wright, 2016). Entrepreneurs, through remote networking, add value to fulfill a whole new variety of requirements that consumers previously did not have an understanding of the service. Improving service and product has been a common form of developing value of the organization.

The project’s findings will address the research objectives and address the practical consequential recommendations and strategies for improving the project. The management of the pandemic depends on principles required in the development of remote and virtual working. The application technology as a reaction to the COVID-19 pandemic and the company continuity relies on the organizational operations. Despite restrictions and lockdowns, virtual reality and remote working are fast solutions with significantly low execution costs. The system of networking fulfills the contingency requirements of the company.

Conclusion

In summary, creative companies operate through remote and virtual teleworking systems that allow employees to work at home in reaction to the pandemic risks. Most organizations lack sufficient plans in fighting against the crisis brought by the COVID-19 pandemic. The telework system can hamper or improve the organization’s performance in two ways. It is a direct form that impacts the account by changing its knowledge, motivation, and efficiency. Remote work is an indirect pathway that enhances cost minimizations that allows space for productivity facilitating reorganization and innovation. The system increases the performance of a company by increasing the satisfaction of workers and hence efficiency. The telework lowers production costs by minimizing needed equipment and office space. There is a decrease in the flow of information due to a lack of personal interaction among workers. The system might prevent managerial oversight hence little control over employee activities.

Reference List

Fana, M., Milasi, S., Napierala, J., Fernandez-Macias, E. and Vázquez, I.G., 2020. Telework, work organization and job quality during the COVID-19 crisis: a qualitative study (No. 2020/11). JRC Working Papers Series on Labour, Education, and Technology.

Pratap Singh, R., Javaid, M., Kataria, R., Tyagi, M., Haleem, A. and Suman, R., 2020. Significant applications of virtual reality for COVID-19 pandemic.

Wang, B., Liu, Y., Qian, J., and Parker, S.K., 2021. Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied psychology, 70(1), pp.16-59.

Westhead, P. and Wright, M., 2016. The habitual entrepreneur (Vol. 10). Taylor & Francis.

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Remote Entrepreneurship in the Post-COVID-19 Period

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