In recent years, remote work has been increasingly adopted globally, with manyorganizations adopting working in remote teams. Remote teams are a new phenomenon thathave unique challenges compared to traditional teams. Distance makes it more difficult tocommunicate and collaborate effectively which can lead to misunderstandings andmisinterpretation causing conflicts. There is existing literature specifically on conflictmanagement in remote teams but is to some extent out-of-date as technology has developed.This study aims to complement existing literature to better understand how conflicts inremote teams are best prevented and managed by answering the research question: “Whatare the unique challenges of conflict management in remote teams, main causes of conflictsin remote teams and how can they be resolved effectively?” This study had an inductive qualitative approach, utilizing interviews to answer our researchquestion. Six participants were interviewed, and the data was analyzed using a thematicanalysis. Our findings present unique challenges, with poor communication standing out asa primary concern causing conflicts. To overcome these challenges the findings concludesfour main strategies for leaders and managers to use in conflict management within remoteteams. These strategies are to enhance communication and provide structure, fosterinterpersonal connections and trust, practicing explicit management, and compromising asa method in conflict resolution

There has been a significant shift towards remote work in recent years, and this trend has only accelerated with the COVID-19 pandemic. As a result, IT project management in a remote work environment has become an increasingly relevant topic. This study explored the benefits and challenges of managing IT projects remotely and provided strategies and best practices for overcoming them. While there has been some research on remote work and its impact on the different areas of work, there needs to be more literature on the specific implications of remote work on IT projects. This research addressed how IT project managers have responded to the massive increase in remote work by answering the research questions "How has the increase in remote work impacted IT projects? and How have project managers responded to the increase in remote work?". The research questions were answered by conducting an exploratory case study where data was collected from a semi-structured interview with IT project managers. By addressing the research question through qualitative research using thematic analysis in analyzing the data, the researcher provides new insights and contributes to existing studies. Five themes emerged from the data analysis: communication and collaboration, technological proficiency and infrastructure, team performance and cultural awareness, adaptation and flexibility, and leadership and management. The findings of this study will be helpful for organizations transitioning to a remote work environment and IT project managers looking to improve their skills in managing projects remotely.

Background Following the COVID-19 pandemic, social distancing (a purposeful physical gap between individuals) was adopted as a sound preventative approach, necessitating remote working. Information Computer Technologies enables, to a large extent, employees to operate practically anywhere and at any time. This shift in working mode from proximity to remote has resulted in a significant and abrupt shift in how businesses operate. Furthermore, teleworking was inevitable, but the pandemic has made it mandatory. International NonGovernmental Organizations were among the organizations that have shifted partially or totally to remote work within their local teams. These organizations have a key, but not visited, role in the societies and have partnerships with business organizations. Yet, they are forgotten about researching the remote work phenomena evolved by the pandemic. Aim Our research aims to shed light on the elements of the remote work in the INGOs, including enablers and inhibitors of this phenomenon concerning INGOs management and leadership, as well as the opportunities and the challenges created as a result of it.  Methodology A phenomenological study to compose the expressions of the INGOs managers in working totally remotely in response to COVID/19. This study is conducted using an exploratory qualitative approach by interviewing five managers of Norwegian INGOs  Findings The research exposes areas in managing remote work, such as age in employees' isolation in virtual teams. The INGOs managers have very human-centered perspectives on managing work remotely. The deep human perspective is driven by the vision and goals of INGOs of helping people. The inputs of the INGOs leaders focused on the importance of trust, social relations, freedom, and the well-being of employees.  Contribution From a more helicopter view, the research is an inspiration for learning from INGOs in relation to research in remote work. Up to our research capacity, this research is the first to explore the phenomena of remote work in INGOs in general and certainly in Norway. Practically. Our research might encourage INGO managers to recognize the need to acknowledge the unique characteristics of remote work. Ultimately, the research might help them identify capacitybuilding training for managers and emerging leaders to lead their teams better and include remote work requirements in the proposals for the donors. The organization plans to assign funds for this purpose.  Limitations Cultural limitations as the study were conducted in one country. Limitations related to the data collection as the sample size is small and covers the managers' perception only. Not to mention the age of the managers, which should have an impact on their perspectives. As well as the superficial knowledge and consideration of management issues and remote leadership in INGOs led to difficulty in getting their perceptions. The limitations related to qualitative research and online interviews.