Computer-Supported Cooperative Work – Revisited

Due to the COVID-19 lockdowns and the related mandated work for home, we have seen a massive increase of the use of collaboration tools in various work settings in the last 18 months. Whereas this might have been a new terrain for some, IT-supported work and the related research domain Computer-Supported Cooperative Work (CSCW) have been around for decades. In this article we briefly review what CSCW has to offer for the currently increasing demand in setting up remote collaboration – and share our own observations about what happened when collaboration tools have been introduced in the pandemic. As a summary, we present some learnings from the experience – both for the current state of CSCW research and for future work.

The Impact of COVID-19 in Collaborative Programming. Understanding the Needs of Undergraduate Computer Science Students

Collaborative learning activities have become a common practice in current university studies due to the implantation of the EHEA. However, the COVID-19 pandemic has led to a radical and abrupt change in the teaching–learning model used in most universities, and in the way students’ group work is carried out. Given this new situation, our interest is focused on discovering how computer science students have approached group programming tasks. For this purpose, we have designed a cross-sectional pilot study to explore, from both social and technological points of view, how students carried out their group programming activities during the shutdown of universities, how they are doing them now, when social distance must be maintained, and what they have missed in both situations. The results of the study indicate that during the imposed confinement, the students adopted a programming model based on work division or distributed peer programming, and very few made use of synchronous distributed collaboration tools. After the lockdown, the students mostly opted for a model based on collaborative programming and there was an increased use of synchronous distributed collaboration tools. The specific communication, synchronization, and coordination functionalities they considered most useful or necessary were also analyzed. Among the desirable features included in a software for synchronous distributed programming, the students considered that having an audio-channel can be very useful and, possibly, the most agile method to communicate. The video signal is not considered as very necessary, being in many cases rather a source of distraction, while textual communication through a chat, to which they are very accustomed, is also well valued. In addition, version control and the possibility of recovering previous states of the practical projects were highly appreciated by the students, and they considered it necessary to record the individual contributions of each member of the team to the result.

How Microsoft Teams is Evolving

When the pandemic caused chaos across our working lives, Microsoft Teams, along with other collaboration tools, helped to keep the UK working. Nick Hedderman, Director, Modern Work & Security Business Group, Microsoft UK, spoke to Johanna Hamilton AMBCS about this new normal.

Network-Biased Technical Change: How Modern Digital Collaboration Tools Overcome Some Biases but Exacerbate Others

Using three years’ data from more than 1,000 employees at a large professional services firm, we find that adopting an expertise search tool improves employee work performance in billable revenue, which results from improvements in network connections and information diversity. More importantly, we also find that adoption does not benefit all employees equally. Two types of employees benefit more from adoption of digital collaboration tools than others. First, junior employees and women benefit more from the adoption of digital collaboration tools than do senior employees and men, respectively. These tools help employees overcome the institutional barriers to resource access faced by these employees in their searches for expertise. Second, employees with greater social capital at the time of adoption also benefit more than others. The tools eliminate natural barriers associated with traditional offline interpersonal networks, enabling employees to network even more strategically than before. We explore the mechanisms for these differential benefits. Digital collaboration tools increase the volume of communication more for junior employees and women, indicating greater access to knowledge and expertise than they had before adoption. The tools also decrease the volume of communication for people with greater social capital, indicating more efficient access to knowledge and expertise. An important implication of our findings is that digital collaboration tools have the potential to overcome some of the demographic institutional biases that organizations have long sought to change. It does so, however, at the expense of potentially creating new biases toward network-based features—a characteristic we call “network-biased technical change.”