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American Journal of  Economics and 
Business Innovation (AJEBI)

Effects of  Remote Business During the Covid-19 Pandemic - A Literature Review 
D. Tomić1*, K. Vizinger2

Volume 2 Issue 1, Year 2023
ISSN: 2831-5588 (Online), 2832-4862 (Print)

DOI: https://doi.org/10.54536/ajebi.v2i1.1088
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Article Information ABSTRACT

Received: December 18, 2022

Accepted: December 04, 2022

Published: January 11, 2023

Remote work as a form of  business has been used for many years, but not in all industries. 
In the midst of  a pandemic caused by the COVID-19 virus, this way of  working has become 
an inevitable form of  business. Overnight, one had to adjust to the “new normality” and 
accept a new way of  working from home. This way of  working has positive and negative 
effects on the job itself  and on the individual. These issues have been addressed in a number 
of  studies that have identified different impacts of  distance business on productivity, as well 
as on all participants in the business process. Research shows that there are a number of  pos-
itive effects on employees of  different companies, but also some negative effects. Most of  
the research covered by this paper, 81.82% of  them, found that this way of  working has no 
negative effects on productivity. Also, 63.64% of  papers showed that the consequences for 
employees are mostly positive. Remote work has had a number of  implications for businesses 
and individuals as it has become more widespread, particularly during the COVID-19 
pandemic. While it has been shown to have mostly positive effects on productivity and 
employee well-being in many studies, there are also some negative impacts that have been 
identified. It is important for businesses and individuals to carefully consider the benefits 
and drawbacks of  remote work and to implement strategies to address any potential negative 
effects.

Keywords
Remote Business, COVID-19, 
Pandemic, Business Productivity

1 Faculty of  education, Osijek, Croatia
2 Croatian Association of  technical Culture, Zagreb, Croatia
* Corresponding author’s e-mail: tomic.damir.dj@gmail.com

INTRODUCTION
The century we live in has brought many changes in the 
way we do business, in the ways we communicate, but 
also in our lives in general. Computers, the Internet and 
the development of  various applications have made the 
world much different than in previous centuries. Using 
technology, people have changed themselves and the 
world around them. They have adapted to change by 
introducing new possibilities into everyday lives, year 
after year. Of  course, these technological changes have 
also affected the business world, which has become faster 
and more flexible. Some things ten or twenty years ago 
were still science fiction. 
The development of  mobile devices and the ever-
increasing possibility of  Internet communication have 
brought countless possibilities to the business world 
and now it is as if  the whole world lives in this science 
fiction. Business outside the office, thanks to various 
applications, primarily those for communication, has 
become commonplace. But still, it all came as a surprise 
when they had to switch almost completely to new ways 
of  working overnight. The COVID-19 pandemic, which 
has been burdening us since 2020, primarily in terms of  
health, has also threatened the business world. With the 
appearance of  the pandemic, many were concerned about 
the question: ‘How will we organize remote business?’. 
Remote business has expanded more and more in recent 
years to most geographical areas, but still not as fast as 
during the COVID-19 pandemic. Quarantine, isolation 
and the rest, however, forced millions and millions of  
people to work from home. At the beginning of  the 
pandemic, working from home was the biggest problem 

due to lack of  experience and knowledge of  this type 
of  work, but after a year, remote business became ‘new 
normal’. Most employees will return to offices when the 
pandemic ends, but certainly more and more employers 
will apply a hybrid business model. Working from home 
raises a wide range of  problems and challenges for 
employees and employers. Companies are thinking about 
how best to train their employees and how to provide 
them with the necessary infrastructure to work remotely. 
On the other hand, employees struggle to find the best 
balance for collaboration and remote business. In its 
research, McKinsey Global Institute (2020) defined in 
detail the activities and occupations that can be done 
from home to better understand the future power of  
remote business. 
The potential for telecommuting - or work that does not 
require interpersonal interaction or physical presence in 
a particular workplace - was analysed in a number of  
countries: China, France, Germany, India, Japan, Mexico, 
Spain, the United Kingdom and the United States. To 
determine the total potential for teleworking for jobs 
and sectors, time spent on various activities within the 
occupation was used. They found that remote work 
potential was concentrated in several sectors. Finance and 
insurance have the greatest potential, with three-quarters 
of  the time spent on activities that can be done remotely 
without losing productivity. The next biggest potentials 
have management, business services and information 
technology. These sectors are characterized by a high 
proportion of  workers with a university degree.
The study will deal with the impact of  remote work, 
in the mentioned circumstances, on labor productivity 

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through a review of  previous research on this topic. Also, 
the effects of  such work on business process participants 
will be examined.
Given the new situation caused by the COVID-19 
pandemic, it was necessary to investigate how it affects 
business productivity and to investigate the positive 
and negative impacts on such work. With the growing 
influence of  multimedia and various communication 
platforms in modern times, it is to be expected that most 
will cope well in situations like this. The purpose and goal 
of  this research is to determine the possible advantages 
and disadvantages of  previous research related to the 
problem caused by the COVID-19 pandemic, i.e., 
how it affects business productivity and to explore the 
positive and negative impacts on such work. Scientific 
research methods are manifested in searching databases 
and those articles that are closely related to the problem 
of  work. The results obtained will be displayed at the 
percentage level. According to the collected research, it 
will be determined where in the world the most research 
is conducted related to this issue. It will also determine 
which sectors, i.e., types of  work, are most covered by 
research on remote operations during the pandemic and 
which structures of  employees and users of  services are 
the subject of  research.

LITERATURE REVIEW
Literature Review of  Previous Research Related to 
Remote Business
The number of  scholarly articles, blogs, commentaries, 
essays, perspectives, podcasts, tweets and vlogs related to 
COVID-19 has grown and is still growing exponentially, 
all within months, not years. All of  this is independent 
of  the type of  business to which these works relate, as 
well as whether it is about work in a particular country or 
about work that takes place between subjects of  different 
countries. As for the short-term consequences, there is 
a broad consensus that the world’s lockdown responses 
in one country after another will wreak economic chaos. 
The longer it takes until the virus is adequately contained 
with an effective vaccine or treatment, the deeper and 
longer the economic fallout will be. However, when it 
comes to long-term diagnosis, scientists do not agree. At 
one extreme we find those who claim that COVID-19 is 
a one-time disaster, after which the global economy will 
return to its “old normal” pre-corona state. At the other 
extreme, the argument is that the world is experiencing 
radical disruption that will create a “new normal,” and 
scientists are speculating about a whole range of  different 
“new normals” in the world.
Many studies dealt with communication problems even 
before the outbreak of  the pandemic. The global economy 
has set some new frameworks in which entrepreneurs 
operate. Remote business has been advanced in some 
specific jobs for a long time. Of  course, the IT sector 
is dominant, but there are also some specific systems 
where an increased need for this type of  business can be 
expected.

Thus, in the book Beautiful But Costly: Business Costs in 
Small Remote Economies, trading economies and their 
ability to generate competitive exports are problematized. 
Crises like this further erode trade, especially 
internationally. (Winters and Martins, 2004)
Author Wolfe (2020) points out that companies must 
be prepared for a workforce that lives in different 
environments and provide remote work. As the pandemic 
has made clear, events beyond the control of  companies 
or even governments can suddenly affect the ability to 
do business as usual. Ensuring remote and virtual work 
in any situation will become the “new normal”. This will 
help reduce unnecessary travel, reduce costs and become 
a greater motivator.
Wolfe (2020) states that working from home eliminates 
commuting, which for many could be up to an hour 
or more each way per day, and that is plenty of  time 
for exercise, family, meditation, reflection, health and 
wellness - everything you need in a pandemic. The future 
of  service workers is likely to involve a combination of  
some office socialization, collaboration and meetings 
combined with working from home or remotely. This will 
enable companies to tap talent wherever they live. It can 
also reduce expensive office space by designing spaces for 
work to be done together rather than individually.
However, if  a full-time in-office employee had a good 
relationship with their manager before the pandemic, but 
prefers to work remotely after the pandemic, the nature 
and quality of  that relationship may change. Furthermore, 
because the job design allows for frequent social 
interaction, subordinates learn a lot from observation and 
interaction with their superiors. These interactions also 
enable supervisors to identify their subordinates human 
resource development needs and design interventions 
accordingly. (Varma et al., 2022)
Here is a brief  overview of  important research on remote 
work during the COVID-19 pandemic as an introduction 
to the issue of  using this form of  business during the 
pandemic, but also in the time to come.
“Working from home” refers to the act of  completing 
one’s job duties outside of  the traditional office setting. 
According to Savic (2021), this can involve being an 
employee of  a company or organization, taking on 
specific tasks for a company or organization, conducting 
work outside of  the company’s physical location, 
and communicating with one’s employer through 
telecommunications.
As COVID-19 has forced companies around the world 
to allow their employees to work from home, teleworking 
has become extremely important in business. The need 
to give employees access to all the tools they need to 
work from home was quite urgent for most employers. 
But once everyone has adapted, what quickly became 
apparent to many is that employees can be productive 
and focused even when they are not in the office - in 
many cases, even more than when they are. Employers 
have begun to realize that telecommuting really works. 
(Courtney, 2021).

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According to the same author, there are at least 10 
benefits of  working from home: better work-life balance, 
less stressful travel, workplace independence, improved 
inclusiveness, saving money, positive impact on the 
environment, positive impact on sustainability, flexible 
office, increased productivity and performance and a  
happier and healthier working life (Courtney, 2021).
The impact of  the global COVID-19 pandemic, both 
in health and economic terms, has affected SMEs 
around the world. Research conducted by Islam et al., 
addresses the challenges of  telecommuting in SMEs and 
solutions during the COVID-19 pandemic in Bangladesh. 
Based on a qualitative approach, interviewing 14 
SME owners, advisors, civil servants and professors, 
they identified several challenges such as financial 
constraints, bureaucracy, lack of  knowledge and interests, 
communication problems, high employee turnover and 
difficulties in finding a reliable employee who implements 
remote work practices. The study also improved some 
solutions such as persuasion about the benefits of  remote 
business practices, government rules, financial incentives, 
IT courses and online courses at universities on the 
application of  homework in SMEs not only during the 
COVID-19 pandemic but also long term. (Islam, et al., 
2020)
The current crisis has forced companies to adapt quickly 
to the new reality, opening everyone’s eyes to new, faster 
ways of  working with customers, suppliers and colleagues. 
Many CEOs are wondering what will be needed to sustain 
this form of  work for as long as possible. The companies 
that took the lead in adopting the new organizational 
model showed significant improvements in both pace of  
execution and productivity. This was maintained during the 
crisis, as we see a direct correlation between agility in the 
pre-crisis period and the time it took companies to launch 
the first crisis-related product or service. (Baig, 2020).
A survey conducted by Akpan et al., in 2020 confirms 
that the development of  the global economy and a 
very strong competitive business environment prove 
that cutting-edge technology is key to strengthening 
competitive advantage and ensuring survival. Now that 
the world is at the beginning of  the fourth industrial 
revolution in which technology and innovation will 
drive operations and dictate pace, SMEs, despite limited 
financial resources, can use the cloud computing option 

now readily available for various information systems 
platforms. The Cloud option requires little or no expense, 
is affordable and can be implemented with minimal 
technical expertise. In addition, there are now low-cost 
technologies that can help small businesses with virtual 
operations in community lockdown situations, such 
as cases that occur during the COVID-19 pandemic. 
In today’s competitive business environment, growing 
small businesses with smart cutting-edge technology 
can create and sustain competitive strategies and lay the 
groundwork for long-term growth and market leadership. 
Furthermore, the emergence of  the COVID-19 pandemic 
offers an opportunity to re-emerge a new generation of  
entrepreneurs who will lead the next industrial revolution 
and invent new ways of  doing business using cutting-
edge technology. (Akpan, et al., 2020a)

RESEARCH METHODOLOGY
By studying previous research, it was necessary to find 
papers that answer key questions. The research was 
conducted during 2021 and 2022 in the Google Scholar 
database on the following terms:
a) remote business 
b) COVID-19, covid, benefits.

Inquiries in the mentioned database resulted in articles 
that are systematized in Table 1.
The purpose of  the synthesis work is research that will 
answer the following research questions:
Q1: What is the impact of  remote business, resulting 

from the COVID-19 pandemic, on productivity?
Q2: How does remote business affect the participants 

of  the business process, i.e., what are the positive and 
negative impacts of  this kind of  work?
Table 1 provides an overview of  all analysed empirical 
research together with systematized basic data on papers. 
Columns are presented that provide information on the 
type of  work, the method of  data collection, the profile 
of  the respondents as well as the country in which the 
research was conducted. 
The following are columns that answer research 
questions for each paper; P1 shows the response that can 
be positive, negative or the impact cannot be determined, 
while P2 also indicates the type of  impact identified. If  a 
given research question is not considered in the paper, it 
will be marked separately.

Table 1: Overview of  analysed research and their characteristics
no Study Type of  

work
Method 
of  data 
collection

Profile of  
respondents

Country in 
which the 
survey was 
conducted

Q1 Q2

1 Courtney, 2021 All Bases Employees, 
executives

United States + +Independence 
of  place

2 Kniffin, et al.2020 All Bases Employees United States + + - loneliness
3 Wang, 2021 All Interview Employees, 

executives
China + - loneliness

4 Bartik, et al., 2020 Retail Poll Employees United States 0 0

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Analysis of  Results
The number of  scientific articles, blogs, comments, 
essays, perspectives, podcasts and tweets, has grown 
and continues to grow exponentially, all within months, 
not years. All this is independent of  the type of  work 
to which the work relates, as well as whether it is work 
in a particular country or work that takes place between 
entities of  different countries. As for the short-term 
consequences, there is a broad consensus that global 
lockdown responses in one country after another will 
produce economic devastation. The more time passes 
until the virus is adequately controlled with an effective 

vaccine or treatment, the deeper and longer the economic 
downturn will be. However, when it comes to long-
term diagnosis, scientists do not think the same. At one 
extreme, we find those who claim that COVID-19 is a 
one-time disaster, after which the global economy will 
return to its ‘old normal’ state. At the other extreme, 
the argument is that the world is experiencing a radical 
disorder that will create a ‘new normal,’ and scientists are 
speculating about a whole host of  different ‘new normal’ 
states in the world.
Many studies have addressed communication issues even 
before the pandemic broke out. The global economy 

5 Donald, 2020 Individuals, 
companies, gov.

Bases All United States + + lower costs

6 Pedersen, et al., 
2020

All Bases Employees, 
executives

United States 0 0

7 Baig, et al., 2020 All Bases Employees, 
managers,

0

8 Craft, 2020 Libraries Poll Employees United States + 0
9 Akpan, et al., 2020 Small 

businesses
Bases Employees United States + +Increased use 

of  platforms
10 Ali, et al., 2021 Rural 

population
Poll Unemployed United States + 0

11 Fitzpatrick, et al., 
2020

All Interview Executives United States + - Communication 
problems

12 Islam, et al., 2021 Small and 
medium 
enterprises

Interview Owners, 
consultants, 
government 
officials

Bangladesh 0 - Communication 
problems

13 Akpan, et al., 2022 Small and 
medium 
enterprises

Bases All World + +

14 Witteloostuijn, 2021 All Bases All World + +
15 Savic, 2020 All Bases All World + + Digital 

transformation
16 Davies, 2021 Rural 

economy
Bases Rural 

inhabitants
World + + Opportunities 

for new jobs
17 Burrell, 2020 Cyber 

security
Bases All World + + Improving 

cyber security
18 Moore, 2019 Small and 

medium 
enterprises

Interview Executives Poland + + lower costs

19 Tongkum, et al., 
2022

Small and 
medium 
enterprises

Poll All Thailand + + lower costs

20 Rometsch, et al., 
2022

Small and 
medium 
enterprises

Interview Employees Germany 0 - lack of  physical 
activity

21 Stubstad, 2022 Small and 
medium 
enterprises

Bases All United States + + Increased 
productivity

22 Lourenço, 2022 Banking Poll Employees Portugal + + motivation
(Source: According to research conducted by the authors)

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has set some new frameworks in which entrepreneurs 
operate. Remote business has advanced in some specific 
businesses for a long time. Of  course, the IT sector is 
dominant, but there are also some specific systems in 
which an increased need for this type of  business can be 
expected.
Among developed countries, the Anglo-Saxon world is 
particularly vulnerable and therefore very likely to suffer 
from labour market disturbances awaiting the post crisis 
future. The reason is that the advantage of  having their 
native language (English) as the ‘world language’, which 
they have benefited from for so many decades, will turn 
into a disadvantage. Finally, many outside the Anglo-
Saxon countries are fluent in English well enough to 
emerge in the post crisis world as fierce competitors to 
their Anglo-Saxon counterparts who will perform the 
delocalized modular jobs and tasks in many parts of  the 
world. (Witteloostuijn, 2021)
On the other hand, globalization is likely to increase 
the demand for jobs and tasks that can be performed 
from less developed countries or more remote regions. 
In part, within the club of  rich countries, workers 
outside the major economic agglomerations where most 
business activities are located can see their job potential 
and how their prospects improve, as they can offer 
their services from anywhere and anywhere. However, 
the main shifts could be those from developed to less 
developed countries. As happened during the beginnings 
of  globalization when capital moved from rich parts of  
the world to poor parts of  the world, now the opposite 
is happening, jobs are done in poor countries because 
the way of  doing business no longer requires workers 
from those countries to move to richer countries. If  the 
workforce in these less developed parts of  the world 
manages to adapt to a skills-based economy with a large 
market for modular jobs and tasks, this opens up great 
opportunities to encourage their further development. 
(Witteloostuijn, 2021)
Many studies deal with this topic and especially highlight 
the problem with the experience that both employers and 
employees lacked, and when we talk about the transition 
to this form of  business.
Most workers had little distance work experience so 
neither they nor their organizations were willing to switch 
to this form of  business. The outbreak of  the COVID-19 
pandemic in 2020 required millions of  people around the 
world to become remote workers, inadvertently leading to 
a global telecommuting experiment. Working from home 
has become a new business norm almost overnight. 
(Kniffin, et al., 2020)
A study conducted in China explored the challenges 
faced by workers who were working from home due to 
the COVID-19 pandemic, and examined how individual 
differences and performance characteristics affected these 
challenges. Through interviews with Chinese employees 
who were working from home, four main challenges were 
identified: the impact of  working from home on work, 
the effectiveness of  communication, the potential for 

delays in fulfilling obligations, and feelings of  loneliness. 
Additionally, four characteristics that influenced these 
challenges were identified: the amount of  social support 
available to employees, the level of  autonomy in their job, 
the extent to which their work was monitored, and the 
workload they faced.
One key factor of  individual difference has been 
identified, namely the self-discipline of  workers.
In the second part of  the study, using a survey of  522 
employees who worked from home during the pandemic, 
it was found that performance characteristics are related 
to work performance and worker well-being through 
experiential challenges. Social support was found to be 
associated with lower levels of  all remote challenges; job 
autonomy, i.e., the fact that the employee is far from the 
office and has greater autonomy in performing the work, 
associated with his loneliness; workload and supervision 
are associated with major disturbances in the house; and 
workload further associated with less work prolongation. 
Self-discipline was a significant mediator among several 
of  these relationships. (Wang, et al., 2020)
A study conducted in 2020 indicates how the outbreak of  
the COVID-19 pandemic around the world has forced 
companies to innovate and change the way they work. 
Offices have become less important, and working from 
home has suddenly become mandatory. This sudden 
need for work from home has triggered the digital 
transformation of  the workforce and the development of  
the work environment at an unprecedented rate. The mass 
adoption of  telecommuting has become a vital business 
change since the virus outbreak. This scientific paper 
considered this unprecedented impact of  the pandemic 
on the sudden demand for work from home and the 
subsequent impetus for the digital transformation of  the 
workforce, emphasizing that it is good that this change 
in work philosophy remains there after the pandemic. 
(Savic, 2020)
In all of  this, the business world had to react quickly. 
Within days, companies were asked to improve their 
remote collaboration skills. Video conferencing, online 
shopping, special deliveries, telemedicine, e-learning, 
e-commerce, online marketing, video streaming and 
many other IT-enabled processes have undergone a 
transformation, replacing traditional ways of  working. 
The digital transformation covers a wide range, including 
maximizing the use of  modern information technology, 
which is gaining in importance due to COVID-19 and is 
becoming widely recognized and accepted by employers 
and employees. The transformation of  the workforce 
from worker to digital worker is a crucial step forward for 
digital transformation. Organizations that have improved 
their IT capabilities and hired their employees to work 
from home are in a much better position not only to 
survive these unprecedented circumstances, but also 
to more easily overcome the short-term and long-term 
challenges that will inevitably follow. (Savic, 2020).
The following scientific paper considers whether the 
COVID-19 pandemic will bring employees of  an 

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organization closer together or separate them. The 
authors point out that organizations that balance profit, 
ethics and compassion during the COVID-19 pandemic 
will keep their existing staff  loyal. These organizations 
will also attract new employees and gain consumer 
support based on a positive perception of  their business 
culture. Equally, organizations deemed to have acted 
inappropriately will experience reduced motivation, 
reduced productivity, and increased departures rates of  
their staff. They will also fight to hire new staff  and risk 
boycotting consumers by threatening their long-term 
sustainability. (Pedersen and Ritter, 2020)
Pandemic and the resulting public health measures 
required that many workers be allowed to work from 
home. The question is whether a temporary transition that 
will allow workers to work from home can become more 
permanent and how this will shape the spatial distribution 
of  employment opportunities and, on the other hand, 
the workforce. Davies focuses on the potential of  ICT 
working from home to reshape employment opportunities 
in rural areas. Given that limited local employment 
opportunities are a major driver of  rural emigration, 
providing rural residents with access to a wider range 
of  employment through ICT can result in long-term 
changes in rural migration. Despite the potential of  ICT 
to support telecommuting, acceptance in rural areas is 
relatively low. This paper argues that the recent increase 
in the use of  ITC-supported home work arrangements, 
promoted by public health measures, may have two 
main barriers to participation in teleworking - negative 
employer perceptions of  working from home and limited 
knowledge in the workplace on how to manage a partially 
or completely remote workforce. For the rural population, 
a rapid transition to ICT-supported work from home is 
likely to open up a variety of  employment opportunities. 
However, still for some rural areas and populations, the 
digital divide between urban and rural areas remains an 
obstacle to participating in telecommuting through ICT. 
(Davies, 2020)
ICT-supported telecommuting is usually negotiated 
between employees and managers, and there is a noticeable 
diversity in the way people participate in telecommuting 
through ICT and perceived benefits for employers and 
employees. Throughout the ICT-supported remote 
business research literature, broad insights into the 
behaviour of  workers and employers and their experiences 
include: Engaging in ICT-supported work from home 
can enable workers to improve work-life balance. This 
in turn refers to employee satisfaction, performance and 
retention;   Engaging in ICT-supported work from home 
allows workers access to work they would not otherwise 
be able to because of  the distance they would have to 
travel between their home and their place of  work; 
Employers have shown that by participating in ICT-
supported remote business they are able to expand jobs 
beyond the usual scope and overcome the problem of  
labour shortages; Isolation of  workers can be a problem 
for both employers and workers. There are a number 

of  research papers that talk about different strategies 
in the workplace (at the employer) and at home (at the 
workers) to address and manage the workers sense of  
isolation. (Davies, 2020); For employers, ICT-supported 
teleworking can result in reduced office-related costs, 
lower recruitment costs and staff  turnover, and enable 
increased worker productivity. (Urbaniec, et al., 2022)
Some research has addressed the issues of  unemployment 
and education of  the unemployed. The problem of  
unemployment was very pronounced even before the 
outbreak of  the pandemic in rural parts of  the US state 
of  Utah.
Rural Online initiative, USU Extension has created a 
Master Remote certification course Work Professional, 
specialized training that provides rural residents with 
the skills needed to work remotely. Although this 
started before the pandemic, the importance of  distance 
employment opportunities has further increased in rural 
communities affected by COVID-19.
As of  October 2018, about 1,298 participants have 
completed such a course. The evaluation of  short- and 
medium-term outcomes showed changes in participants’ 
knowledge, attitudes, skills and aspirations towards 
seeking remote employment. The results showed a 
statistically significant increase in students’ knowledge 
after completing the course. Although 63% of  participants 
did not have distance work experience, the majority (92%) 
stated that it is important or very important to acquire 
distance work skills. This included participants who 
experienced job loss due to COVID-19 and were eager 
to acquire teleworking skills. On average, participants 
had high overall average scores of  all teleworking skills; 
participants felt that after the course they have better 
skills in balancing their professional and personal life, to 
better manage their professional and personal life which 
has become more productive, to solve problems better, to 
communicate better digitally, to use internet technology 
easier and better, that they are more successful and 
adaptable to teamwork and manage their own careers.
A large number of  97% of  participants felt that the 
value of  remote workers had improved, and 96% were 
encouraged to look for a remote job after completing the 
course. Follow-up surveys showed that 167 out of  560 
active job seekers found a job remotely. In response to 
COVID-19, about 36% (123 participants) started working 
remotely. One participant said: ‘... due to restructuring, I 
was fired from my previous job. After five long months 
of  unemployment due to COVID, I have a new job as a 
payroll controller. I am so excited about my employment, 
my new position and the company I work for! In addition 
to bringing in a nearly 40% salary increase, there are 
opportunities for new responsibilities, along with other 
benefits.’
Considering the environmental impacts, the reduced 
travel time to work equated to savings of  $ 997 per month 
for all participants who found a long-distance job due to 
lower fuel costs. This has further resulted in an overall 
reduction of  3.34 metric tonnes of  carbon emissions per 

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month which helps promote clean air. (Ali and Hill, 2021,)
The unexpected disruption caused by COVID-19 
has accelerated the transition to virtual systems in the 
workplace and for employees in government, businesses 
and the military. The accelerated transition to the entire 
organization of  telecommuting has also created new 
complex challenges around managing cybersecurity 
risks. Complex business and government organizational 
systems have several significant and critical work tasks 
around cyber security. These roles are responsible for 
functioning as effective teams for handling incident 
responses, intrusion assessments, crisis management, 
crisis communications, forensic data testing, malware 
analysis, firewall assessments, disaster recovery, 
emergency response planning, risk management, analysis 
human factors, training assessment and active network 
monitoring. Qualitative research conducted by Burell in 
2020 explores the nuances of  employee engagement, 
organizational development, and managing virtual and 
remote cybersecurity teams in ways that enhance complex 
business and organizational systems in the professional 
world. (Burell, 2020)
The use of  information technology and virtual 
teams provides significant benefits to individuals and 
organizations, but also poses significant information 
security risks or, more specifically, cyber security risks. 
Accessing elements of  virtual teams from a holistic 
perspective contributes to a strategy and end result 
called the ‘Virtual Team Cycle of  Success’. Once leaders 
embrace this cycle of  success and establish processes and 
policies focused on this theory, work performance among 
virtual teams will improve. As the market continues to 
evolve, more and more organizations will be forced to 
turn to virtual teams to accomplish the task and operate 
effectively. Organizations that discover how to accurately 
lead and use virtual cyber security teams will ultimately 
create for themselves an extremely useful and potentially 
sustainable competitive advantage. (Burrell, 2020).
A study conducted in the U.S. on more than 5,800 small 
businesses provided insight into the economic impact of  
the COVID-19 pandemic on small businesses. The results 
also shed light on the financial weakness of  many small 
businesses and the significant impact that COVID-19 had 
on those businesses in the weeks following the onset of  
COVID-19 related disruptions. The results also provide 
evidence of  the company’s expectations of  the long-term 
impact of  COVID-19, as well as their perception of  the 
assistance program offered by the government.
Small businesses employ nearly 50% of  American workers. 
The results of  this research highlight the financial fragility 
of  many small businesses and how much they have been 
hit hard by the current crisis. In this sample, which 
is based on the retail sector, it was found that 43% of  
businesses were temporarily closed and that employment 
fell by 40%. The results of  this study suggest that many 
of  these companies had little cash available at the start 
of  the pandemic, which meant they had to dramatically 
cut costs, take on additional debt or declare bankruptcy. 

(Bartik, et al., 2020)
During teleworking, a problem occurs that involves 
engaging in physical activity (sport) and this has a worse 
effect on health than before the pandemic. Respondents 
do less sports than usual, although there were certainly 
opportunities for that. This is due to a lack of  motivation 
for physical activities that have arisen as a result of  the 
pandemic. Regardless of  existing health awareness, 
self-organized integration of  exercise into daily life is 
becoming increasingly difficult. (Rometsch, et al., 2022)
Teleworking shows clear benefits for both the employee 
and the employer to potentially improve productivity. As 
part of  the study, the working report states that in the 
US, hourly labour productivity increased by 3.2% in 2020 
compared to 2019, the highest annual growth since 2010. 
(Stubstad, 2022)
Another study looks at the impact of  the pandemic 
on small businesses. Akpan, et al., conducted one such 
study in the United States. Evidence from research 
and results clearly show the slowness with which small 
businesses adopt or are willing to implement state-of-the-
art technologies beyond the regular use of  conventional 
information technology infrastructure.
In addition, this paper went a step further to assess cases 
where technologies that small businesses considered 
too advanced in the past and under normal conditions 
suddenly became crucial when companies became forced 
into new situations and survival needs, such as erupted 
in the event of  a pandemic (COVID-19). Despite the 
inadvertent adoption of  information technology during 
the global health pandemic to survive disruptions in 
small business models, the fact remains that advanced 
technologies can offer significant benefits while still not 
being too expensive. For example, the use of  virtual reality 
platforms seems accessible to small businesses, platforms 
such as the use of  virtual teams, and Zoom platforms 
to provide services in small business meetings. Likewise, 
printing 3D face masks and other health supplies has 
proven to be easier for small businesses than traditional 
models of  technology adoption have often suggested. 
Further studies should continue to emphasize the role of  
state-of-the-art technologies as the world moves towards 
a fourth industrial revolution. (Akpan, et al., 2020b, p. 8)
The fourth industrial revolution (or industry 4.0 - I4.0) 
is the constant automation of  traditional production and 
industry, using modern smart technology. Machine-to-
machine communication (M2M) and Internet of  Things 
(IoT) are integrated for increased automation, improved 
communication and self-control, and the production of  
smart machines that can analyze and diagnose problems 
without the need for human intervention. (Moore, 2019)
The Internet is the foundation of  the I4.0 paradigm, 
enabling others to use technology dependent on this 
digital communications infrastructure. The Internet 
enables the interaction between separated people and 
machines in I4.0 through global addressing and universal 
communication service. (Aceto, et al., 2019)
The development of  networks based on Ethernet and 

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wireless networks in digital communication has led to the 
emergence of  IoT. Similarly, the proliferation of  mobile 
personal communications and wireless local area network 
(WLAN) technologies has significantly reduced the cost 
of  connecting mobile devices to the Internet. (Ande, et 
al., 2020)
The noticeable increase in I4.0 has further encouraged 
migration to the Internet Protocol Version 6 (IPV6) due 
to the need to identify and provide unique addresses 
for billions of  cyber -physical systems. Thus, without 
the capabilities provided by the Internet, paradigm I4.0 
would not be different from the scenario produced in the 
3rd Industrial Revolution. In the absence of  the Internet, 
a wide range of  automation tools and devices, enabled by 
electronics and computer advancement, would be forced 
to act as stand-alone parts, which would severely limit 
the possibilities offered by integration and interaction. 
(Akpan, et al., 2020a)
Organizations that continued to recruit during the 
COVID-19 pandemic had to accept online interviews 
due to social exclusion regulations and restrictions on 
national and international travel. For many companies, 
this has been a major shift from the traditional face-to-
face approach. However, this offers several opportunities 
to develop the employment process in the economy after 
COVID-19. For example, online interviews combined with 
telecommuting significantly increase the opportunities 
available to businesses and can help reduce the costs 
associated with physical office space. Organizations 
should invest in technology infrastructure to support 
telecommuting, but in return they could promote a green 
agenda and offer a work-life balance to new employees 
(Donald, 2020). This highlights the interconnected and 
interdependent interactions of  different actors within the 
career ecosystem. (Baruch, 2015)
Employers who want to succeed in digital-driven recovery 
need to quickly reset their digital programs to meet new 
customer needs.
They need to support systems and adjust organizational 
models and technology packages to work at maximum 
effective speed. In other words, managers need to focus 
their ‘digital’ action on the right goals and execute them 
quickly. It is important to set goals at the beginning and 
regularly measure progress towards them. Achieving parity 
or improvements through digital channels to win the 
revenue race, rebuilding the most critical decision support 
models and doubling the pace of  development are goals 
that are within everyone’s reach. (Baig, 2020, p. 8).
In 2020, Fitzpatrick et al. conducted a survey where they 
asked directors five questions: do they have clear goals 
and ways to achieve them, what role should business 
organizations play in accelerating entry into new 
markets or access to new customers, how can they take 
advantage of  a faster operating model to increase speed 
in their business, how should they rethink their giftedness 
strategy to have the necessary people when recovery 
begins, and what investments are most needed to create 
a technological environment that allows their company 

to thrive in the next normal period. Many surveys have 
been conducted by interviewing employees or owners of  
these companies, and some have addressed the views of  
directors. (Fitzpatrick, et al., 2020)
These questions clearly show that new circumstances 
impose a rethinking of  goals and that the new 
organization of  work and access to new customers 
or clients largely depends on business models based 
on human resources and their talent in navigating the 
technological environment. It is all a pledge for business 
survival in the circumstances of  the pandemic, but also a 
pledge needed to start when the recovery begins.
How the crisis will affect the future and what consequences 
this situation will have on business, time will tell. But 
some things can already be assumed.
So far, the vast majority of  company executives have 
digitized at least part of  their business to protect 
employees and, as a result, serve clients facing mobility 
constraints caused by the COVID-19 crisis. As one CEO 
of  a large technology company recently stated, ‘We are 
witnessing what will surely be remembered as the historic 
setting of  telecommuting and digital access to services in 
all domains.’. (Baig, 2020).
Digital transformation is emerging as a driver of  great 
change in the world around us. The potential benefits 
of  digitization are clear, including increased productivity, 
safer operations, and significant savings. (Tongkum, et al., 
2022)
In 2020, after the start of  the COVID-19 pandemic 
in the United States, Craft conducted research on the 
impact of  the pandemic on library operations. The 
pandemic continues to affect lives, communities and 
organizations across the country and around the world. 
Libraries have experienced a major impact on services, 
facilities and many other aspects of  the profession, with 
many libraries providing services entirely online and 
many employees working remotely. The paper studied all 
aspects of  teleworking on library technical services, with 
a primary focus on academic libraries, and considered 
how the history and existing literature on teleworking laid 
the foundations for understanding and dealing with some 
of  the problems many libraries have. The COVID-19 
pandemic is still ongoing and its full impact on technical 
services, libraries and life in general is not yet known. 
Also, the length of  time that libraries will continue to work 
remotely due to new working conditions is unknown. 
There are several questions that have yet to be answered 
regarding the transition of  library services to teleworking 
due to the COVID-19 pandemic. These include: how the 
library’s technical services departments have coped with 
this transition, what challenges they faced and how they 
were addressed, the innovations, resources, and lessons 
learned in support of  and managing this transition, 
how libraries have dealt with technological challenges, 
how they have addressed staff  isolation, and how the 
pandemic will affect the long-term operation of  libraries.
Responses to these discussions and reflections on these 
and related topics can potentially help members of  

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technical services and library communities to learn from 
each other and apply in practice that can help staff, 
departments, libraries and communities. (Craft, 2020)
However, the benefits of  telecommuting are shown 
through increased productivity and individual motivation of  
employees, which is the result of  improved self-confidence 
and self-control, with a higher sense of  belonging and 
commitment in the organization. Work flexibility has 
also increased, aided by technological developments. This 
acquired flexibility should enable employees to better 
organize their personal and working time. (Lourenço, 2022)

Synthesis of  Results
Out of  a total of  22 surveys, and according to where 
the surveys were conducted, (see Figure 1), five relate to 

the whole world, one to Bangladesh, China, Thailand, 
Portugal. Germany and Poland, and the remaining eleven 
to the United States. These figures show that the greatest 
interest is in the use of  computer technology in business 
(especially after the pandemic), but also in conducting 
research in this area in the United States.
When it comes to the types of  work covered by the 
research, they mainly referred to all types of  work, small 
and medium enterprises and rural economy (Figure 2), 
and when collecting data, the authors relied mostly on 
Internet sources and various bases, interviews and surveys 
(Figure 3). Regarding the profile of  the respondents, 
employees and managers of  companies are in the lead, 
followed by business owners and users of  services of  
different companies (Figure 4). 

Figure 1: Representation of  regions covered by this review (Source: According to research conducted by the authors)

Figure 2: Representation of  research by type of  business (Source: According to research conducted by the authors)

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Figure 3: Representation according to the method of  data collection (Source: According to research conducted by the authors)

Figure 4: Representation according to the profile of  the respondents (Source: According to research conducted by the authors)

With regard to research questions P1 and P2, the 
following was found:
When asked by P1, what is the impact of  remote operations, 
which is a consequence of  the COVID-19 pandemic, on 
productivity, 18 studies confirmed the positive effects of  
remote working, and 4 studies found no impact or did 
not address this issue (Figure 5.). Regarding the question 

Figure 5: Research question Q1 (Source: According to research conducted by the authors)

P2, how remote business affects the participants of  the 
business process, i.e., what are the positive and negative 
impacts of  this work, 13 studies found positive effects 
on business process participants, 3 studies found negative 
effects, 1 study found positive and negative effects, and 
5 studies did not answer this question (Figure 6). As for 
the positive effects, they are: increased independence 

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Figure 6: Research question Q2 (Source: According to research conducted by the authors)

from the workplace, reduced costs, increased use 
of  communication platforms, greater employment 
opportunities, globalization of  the workforce, digital 
transformation, increased job opportunities and greater 
concern for cyber security. Negative consequences are 
seen in communication problems, and especially in the 
loneliness that occurs in employees.

CONCLUSION
Research to date has shown that remote business has been 
introduced in various business sectors, as a lifeline for a 
faltering economy, and as a result of  a pandemic caused 
by the COVID-19 virus. Of  course, this applies to those 
jobs that could be transferred from the office to homes 
or other locations. Most of  the research covered by this 
paper, more precisely 81.82% of  them, found that this 
way of  working has no negative effects on productivity.
Also, as many as 63.64% of  papers showed that the 
consequences for employees are mostly positive.
It is interesting to note that a higher percentage shows 
that productivity has not suffered compared to a 
percentage that shows how many positive effects it has on 
employees. Namely, research has shown many negative 
consequences for all participants in business processes, 
especially employees.
Furthermore, research has shown that companies with 
smart cutting-edge technology can become and remain 
more competitive and lay the groundwork for long-
term growth and market leadership. The emergence of  
the COVID-19 pandemic offered an opportunity to rise 
a new generation of  entrepreneurs who will lead the 
next industrial revolution and invent new ways of  doing 
business using cutting-edge technology.
This experience, which is a consequence of  the pandemic, 
brings greater education of  all participants in the business 
process for this way of  working, but also of  all people 
who must communicate in any way in doing their jobs. 
From education, medicine, the IT sector and others, 
to those who make decisions about security or make 
decisions that are important for everyday life. In addition 
to education, society has become more willing to change 
the way it works and adapt to the new situation, if  it 
happens again.

Limitations and suggestions for further study 
Examining the factors that contribute to successful 
remote work, such as having adequate technology and 
home office setup, as well as the challenges that employees 
face when working remotely, such as distractions and 
difficulty disconnecting from work. This could help 
identify strategies for improving productivity and well-
being when working remotely.
Evaluating the impact of  remote work on team dynamics 
and collaboration. The study mentions that a higher 
percentage of  research showed that productivity has not 
suffered compared to a percentage that showed positive 
effects on employees. It would be interesting to study 
why this may be the case and how teams have adapted 
to remote work and the strategies they have used to stay 
connected and productive.
Studying the long-term effects of  remote work on the 
labor market and the economy. The conclusion notes that 
the shift to remote work brought on by the pandemic 
could have lasting effects on how work is done and 
where people live and work. Further research could help 
understand these potential long-term impacts and inform 
policy decisions and help companies prepare for the 
future.
Investigating the use of  cutting-edge technology in 
remote work and its impact on competitiveness and 
market leadership. The study mentions that companies 
with smart cutting-edge technology can become and 
remain more competitive and lay the groundwork for 
long-term growth and market leadership. Further research 
could examine how different technologies are being used 
in remote work and their impact on business outcomes.
Limitations of  this topic include the fact that the 
COVID-19 pandemic is an ongoing event and much of  
the research on the topic is still in progress. Additionally, 
the effects of  remote work may vary depending on the 
specific industry and type of  work being done, so it 
may be difficult to generalize findings to all sectors and 
types of  work. Finally, remote work is just one of  many 
factors that have been affected by the pandemic, so it 
can be challenging to disentangle the specific effects of  
remote work from the overall impact of  the pandemic on 
individuals and businesses.

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