Springer Science and Business Media LLC

While CSCW researchers have studied collaboration across distance for more than two decades, the scale and context of geographically distributed work during the pandemic is unprecedented. Working from home as the default setting during the COVID-19 pandemic provides a unique opportunity for CSCW research to explore and develop new understandings of what it entails to engage in distributed collaborative work during a global crisis. In this paper, we revisit the distance framework, originally developed by Olson and Olson in 2000, through empirical data collected during the critical moments where COVID-19 was declared a pandemic and the world shut down: namely March 2020. We use the data to interrogate the distance framework and to extend it with a new dimension - Crisis Readiness. Crisis Readiness stipulates that for organizations to successfully respond to crises, four factors are required: 1) the ability to respond fast with dramatic measures; 2) the ability to supply adequate infrastructure to their employees; 3) the ability to adapt work practice responding to new work and life conditions; and 4) the ability to handle multiple and diverse interruptions both at the individual and organizational levels. Our contribution to CSCW research is a revised distance framework, which demonstrates that for geographically distributed work to be successful during a global crisis, cooperating actors need to achieve Common Ground, engage in different types of coupled work, be ready for collaboration and collaboration technology – and lastly, work in an organization which demonstrates Crisis Readiness.

This study examines an Emergency Medical Service in order to analyze the composite set of activities and instruments directed at locating the patient. The good management of information about the location of the emergency is highly relevant for a reliable rescue service, but this information depends on knowledge of the territory that is socially distributed between EMS operators and callers. Accordingly, the decision-making process often has to go beyond the emergency service protocols, engaging the operator in undertaking an open negotiation in order to transform the caller’s role from layman to “co-worker”. The patient’s location turns out to be an emerging phenomenon, collaborative work based on knowledge management involving two communities—the callers and the EMS operators—that overlap partially. Drawing examples from emergency calls, the study analyzes the practice of locating a patient as a complex and multi-layered process, highlighting the role played by new and old technologies (the information system and the paper maps) in this activity. We argue that CSCW technologies enable the blended use of different kinds of instruments and support an original interconnection between the professional localization systems and the public’s way of defining a position.

This paper analyzes the self-organizing network Hoffice – a merger between the words home and office – that brings together people who wish to co-create temporary workplaces. The Hoffice concept entails a co-working methodology, and a set of practices inherent in opening up one’s home as a temporary, shared workplace, with the help of existing social media platforms, particularly Facebook. We discuss both the practices of co-creating temporary workplaces, particularly for workers who lack a stable office and orchestrate flexible work arrangements, and the values and rhetoric enshrined in Hoffice. We collected our research materials through interviews, participant observation, and workshops. Our findings draw attention to i) the practical arrangement of Hoffice events, ii) the participatory efforts to get individual work done, and 3) the co-creation of an alternative social model that encourages trust, self-actualization, and openness. To conclude, we discuss how Hoffice is already making change for its members, and how this is indicative of a politics of care. We contribute to research on computer-supported collaborative work (CSCW) by highlighting grassroots efforts to create alternative ways of organizing nomadic work and navigating non-traditional employment arrangements.

This paper describes the appropriation processes involved in establishing a socio-technical enabling infrastructure in a valley in the High Atlas of Morocco. We focus on the challenges of co-establishing such an intervention in a rural/mountainous region that is already undergoing a process of continuous development and profound transformation. We reflect upon the changes and unforeseen appropriation by our local partners and inhabitants in the valley of a computer club primarily used as an informal learning centre for school children. We followed an ethnographic approach and combined research perspectives from both socio-informatics and anthropology. This paper sheds light on what a successful cooperation and intervention in this kind of challenging environment can look like. It does this by taking seriously competing expectations, fragile infrastructural foundations and the socio-cultural context. Despite the challenges, the intervention managed to lead to the establishment of a socio-technical enabling infrastructure that plays a particularly valuable role in local educational endeavours and that is now moving towards supporting other members of the community. The paper thus provides insights regarding what has to be considered to create a mutually beneficial cooperation with all relevant stakeholders as well as a sustainable intervention.