According to (Radwan, 2020) when addressing change in an academic sense reminds us that change is hard. We are without question in an unprecedented era of change. Radwan (2020) points us to Kotter's change model when coping with change and suggests that we use Kotter's steps to change in order to transition into organizational shifts such as you are referring to. In fact, Kotter's change model provides us with the exact tools that you need. First by creating a sense of urgency, or to express the dire need of the change. Establish why we need to use virtual teams to build positive organizational behavior. This need is pretty much already established for us by the requirement to work from home. It may be useful as well to use Kotter's 2nd step in the process "developed a powerful coalition". Establish virtual teams lead by supervisors who are chosen from among your more influential organizational leaders. Remember that everything rises and falls upon leadership and selecting the correct leaders for your virtual teams is critical.

(Dulebohn, 2017) States that there are several levels or categories that an organization must address is it is to be successful when using virtual teams. First, the organization must establish a sense of structure to establish the teams. This will provide a means to input training and direction, a means to process the work done by the team, and finally, a way to evaluate the effectiveness of the team. Second, you must choose appropriate leaders for your virtual teams. These leaders must possess the correct communication skills, the appropriate understanding of the technology itself, they must possess the ability to influence and facilitate team member engagement, an appreciation for cultural diversity, and an ability to influence and build trust and relationships with their geographically dispersed team members.

Dulebohn, J. H., & Hoch, J. E. (2017). Virtual teams in organizations.

Radwan, A. (2020). Lead transformational change, minimize resistance with 8‐step model. Dean and Provost, 21(7), 1-5.

Linking virtual teams with organisation intra or inter in terms of behaviour is very difficult.

Oliver Bright and Amir Khushk , it's a matter of building it into the organizational structure, using organizational leadership, and following either Kotter's or Lewin's change model this can be done. No change is never easy and it does take time, but with proper planning, communication, and evaluation it could be very effective.

Hamilton sir, Relative evaluation is always possible but absolute valuation is very difficult.

I agree with Prof: Joseph to some extent intervention at the individual, group, and organizational level can create room for research for virtual teams but linking this aspect from a psychological perspective with theoretical support would be a challenging task. Thank you, Prof and Oliver.

Dear Amir Khushk

A virtual team (also known as a geographically dispersed team, distributed team, or remote team]) usually refers to a group of individuals who work together from different geographic locations and rely on communication technology such as email, instant messaging, and video or voice conferencing services in order to collaborate. The term can also refer to groups or teams that work together asynchronously or across organizational levels. Powell, Piccoli and Ives (2004) define virtual teams as "groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks." According to Ale Ebrahim et. al. (2009), virtual teams can also be defined as "small temporary groups of geographically, organizationally and/or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks."