Since the COVID-19 Pandemic, the knowledge workplace has seen a dramatic transition from collocated-first to hybrid or fully-remote arrangements, the implications of which are yet to be fully understood. One of the biggest unknowns is how remote team communication impacts the individual worker, especially in consideration of personality type. The aim of this study is to investigate the effects of remote workplace interactions on productivity and wellbeing, and how these effects are moderated by extraversion. The study lasted for 2-3 months and involved 60 knowledge workers. The data was analyzed using a combination of quantitative and qualitative methods. We present novel findings on how remote communication affects individuals differently depending on the type of interaction, interaction agent, and personality of the individual, showing that the impact of communication on workers is far from straightforward. We contextualize these findings with an in-depth analysis of communication patterns and experiences in the remote workplace, adding to existing literature. Finally, we present suggestions for a more individualized communication approach in industry and future research.

While there has been significant study of both individuals and teams of knowledge workers, research has focused largely on one or the other, with less focus on the interaction between the two. In this paper, we explore the tensions between the individual and their team, focusing on the choices an individual makes towards their own productivity versus their team's productivity. We developed a technology probe with a team nudge that fosters recurring reflection and prompts individuals to consider how their team helps them to be productive. We examined its impact through a longitudinal field study with 48 participants. We chose to undertake this study with software development teams as they are examples of knowledge workers who collaborate on a shared set of tasks with specific goals. Our exploration took place with hybrid development teams, which have increasingly become the norm. Our analysis of a total of 8338 hourly self-reports and 1389 daily diary entries found that the team nudge increased participants' productivity ratings and team awareness, led to participants spending more time on their own tasks, reshaped their perceptions of themselves and their team, yet, in general, did not increase team cohesion or affect well-being.

Software development is a collaborative process requiring a careful balance of focused individual effort and team coordination. Though questions of individual productivity have been widely examined in past literature, less is known about the interplay between developers' perceptions of their own productivity as opposed to their team's. In this paper, we present an analysis of 624 daily surveys and 2899 self-reports from 25 individuals across five software teams in North America and Europe, collected over the course of three months. We found that developers tend to operate in fluid team constructs, which impacts team awareness and complicates gauging team productivity. We also found that perceived individual productivity most strongly predicted perceived team productivity, even more than the amount of team interactions, unplanned work, and time spent in meetings. Future research should explore how fluid team structures impact individual and organizational productivity.

1. Over the past decades, developments in information and communication technologies have enabled more and more employees to work from locations other than the office (Stiles & Smart, 2021; ter Hoe...