Far but Near or Near but Far?: The Effects of Perceived Distance on the Relationship between Geographic Dispersion and Perceived Diversity

Geographic dispersion has been proposed as one means to promote cooperation and coordination in teams high in perceived diversity. However, research has found mixed support for this assertion. This study proposes that the inclusion of perceived distance helps to explain these mixed results. To test this assertion, we examined 121 teams—62 collocated and 59 geographically dispersed. Results demonstrate that perceived distance explains when geographic dispersion benefits teams high in perceived diversity. Results also indicate that the type of perceived diversity matters (surface-level vs. deep-level diversity). This study contributes to our understanding of distance and diversity in teams.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/116792/1/paper2483 (Final Submission).pdfDescription of paper2483 (Final Submission).pdf : Main Articl

How does working from home during Covid-19 affect what managers do? Evidence from time-use studies

We assess how the sudden and widespread shift to working from home during the pandemic impacted how managers allocate time throughout their working day. We analyze the results from an online time-use survey with data on 1,192 knowledge workers (out of which 973 are managers) in two waves, a pre-pandemic wave collected in August/2019 (615 participants, out of which 506 are managers) and a post-pandemic wave collected in August/2020 (577 participants, out of which 464 are managers). Our findings indicate that the forced transition to WFH created by the COVID pandemic was associated with a drastic reduction in commuting time for managers, but also an increase in time spent in work rather than on personal activities. This included reallocating time gained from commuting into more time spent in meetings, possibly to recoup some of the extemporaneous interactions that typically happen in the office. This change is particularly pronounced for managers employed in larger organizations. We use the results from the time-use studies to discuss implications for the development of new technologies

Operating at a Distance-How a Teleoperated Surgical Robot Reconfigures Teamwork in the Operating Room

This paper investigates how a teleoperated surgical robot reconfigures teamwork in the operating room by spatially redistributing team members. We report on findings from two years of fieldwork at two hospitals, including interviews and video data. We find that while in non-robotic cases team members huddle together, physically touching, introduction of a surgical robot increases physical and sensory distance between team members. This spatial rearrangement has implications for both cognitive and affective dimensions of collaborative surgical work. Cognitive distance is increased, necessitating new efforts to maintain situation awareness and common ground. Moreover, affective distance is introduced, decreasing sensitivity to shared and non-shared affective states and leading to new practices aimed at restoring affective connection within the team. We describe new forms of physical, cognitive, and affective distance associated with teleoperated robotic surgery, and the effects these have on power distribution, practice, and collaborative experience within the surgical team

Show Me the Meaning of Working Lonely: Conceptualising the Interrelation between Individual and Collaborative Work

Knowledge workers are increasingly working in multi-team contexts to solve complex business problems. While collaborative work is an indispensable mode of work in multi-team knowledge work, the complementary mode of individual work, i.e. working uninterrupted in solitude, is often overlooked. We aim to better understand individual work and its role within multi-team contexts. Based on a literature review of the office design and telework debates, we provide a detailed account of individual work. Taking this vantage point and putting the task structure centre stage, we conceptualise the interrelation between individual and collaborative work. Specifically, we develop the work types maturation, execution, and meta work to exemplify the bipartite interrelation by depicting their task-bound interplay and time-bound tension. Thereby, we offer a different perspective on ‘cooperative work’ and equip practitioners with a vocabulary to discern the role of and articulate the needed amount for individual work

CollabCoder: A GPT-Powered Workflow for Collaborative Qualitative Analysis

The Collaborative Qualitative Analysis (CQA) process can be time-consuming and resource-intensive, requiring multiple discussions among team members to refine codes and ideas before reaching a consensus. To address these challenges, we introduce CollabCoder, a system leveraging Large Language Models (LLMs) to support three CQA stages: independent open coding, iterative discussions, and the development of a final codebook. In the independent open coding phase, CollabCoder provides AI-generated code suggestions on demand, and allows users to record coding decision-making information (e.g. keywords and certainty) as support for the process. During the discussion phase, CollabCoder helps to build mutual understanding and productive discussion by sharing coding decision-making information with the team. It also helps to quickly identify agreements and disagreements through quantitative metrics, in order to build a final consensus. During the code grouping phase, CollabCoder employs a top-down approach for primary code group recommendations, reducing the cognitive burden of generating the final codebook. An evaluation involving 16 users confirmed the usability and effectiveness of CollabCoder and offered empirical insights into the LLMs' roles in CQA

Gender and the Lived Body Experience of Academic Work during Covid19

The rapid transition to online teaching in response to Covid-19 presented unprecedented challenges for academic communities. Staff had vastly different experiences of engaging with technology, and these experiences are shaped by factors including gender, (dis)ability, socio-economic resources and caring responsibilities. We report findings from an intersectional interview examination of how 412 staff in a large London-based university adapted to teaching and researching from home at the beginning of lockdown during the COVID-19 pandemic. In this article, we construct grounded theory around the divisibility of the body, and the conflicts arising from the need to span home and work-life, our findings illustrate how patterns of inequity for women academics converge to construct ways of managing the boundary work of home and work with different degrees of successes. We document how management support and/ or existing expertise were vital to enable women academics to overcome obstacles to equitable work.

Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack

Given the relevance of coordination in the field of global software engineering, this work was carried out to further understand coordination mechanisms. Specifically, we investigated meetings and the collaboration tool Slack. We conducted a longitudinal case study using a mixed-methods approach with surveys, observations, interviews, and chat logs. Our quantitative results show that employees in global projects spend 7 h 45 min per week on average in scheduled meetings and 8 h 54 min in unscheduled meetings. Furthermore, distributed teams were significantly larger than co-located teams, and people working in distributed teams spent somewhat more time in meetings per day. We found that low availability of key people, absence of organizational support for unscheduled meetings and unbalanced activity from team members in meetings and on Slack were barriers for effective coordination across sites. The positive aspects of using collaboration tools in distributed teams were increased team awareness and informal communication and reduced the need for e-mail. Our study emphasizes the importance of reflecting on how global software engineering teams use meetings and collaboration tools to coordinate. We provide practical advice for conducting better meetings and give suggestions for more efficient use of collaboration tools in global projects.publishedVersio