What Remotely Matters? Understanding Individual, Team, and Organizational Factors in Remote Work at Scale

Abstract

Although knowledge workers are increasingly able to adopt remote and hybrid working arrangements and work productively, many organizations continue to question the effectiveness of remote work and focus on its concerns and challenges. Previous CSCW research shows that remote workers have limited awareness of other workers, require more explicit coordination, and feel excluded from in-person colleagues. Research also shows that adopting work practices and technologies that are remote work-friendly can offset many of these challenges. Identifying which effective practices and challenges are most helpful or hurtful to remote workers—and how workplace attributes (e.g., team structure; communication frequency; tool use) affect them—could strengthen organizations’ strategies and policies for remote work. Through a theoretically-informed survey of 1,526 U.S. knowledge workers, we find many factors prior research has argued as essential to remote work, such as knowing your teammates personally, to be the least important for remote workers, and show how workplace attributes influence those perceptions. We provide theoretical and practical implications for future research for organizations that wish to support remote and hybrid work modalities.