This line of research examines what happens to organizational relationships and day-to-day work when employees shift to remote or hybrid settings. Across field studies and interviews, I study network churn (creating, dissolving, and reactivating ties), technology-mediated advice seeking, and how remote operations change help-giving, meetings, and collaborative tasks.
Drawing on 38 group interviews with roughly 760 employees of a multinational company across three countries, this paper examines how office work changed under hybrid and remote operations. A central finding is a shift toward individual tasks and away from help-giving and collaborative work, as informal social ties weakened amid onboarding challenges, dysfunctional virtual meetings, and reduced shared office presence.
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Using a two-wave survey in an industrial manufacturing department (N = 169), this study shows that advice seekers were less likely to maintain advice-seeking ties when their ease-of-use perceptions of communication technology mismatched those of their advisors. The effect was stronger when advice seekers spent more time working remotely, highlighting how hybrid work and technology perceptions jointly shape information-sharing networks.
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This field study in a multinational manufacturing company investigates network churn during the COVID-19 shift to remote work. Higher job performance was positively related to creating and reactivating inter-team ties, but not intra-team ties, suggesting that stronger performers used broader networking strategies under crisis-driven remote collaboration.
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