Titlebook: Working Together Apart; Collaboration over t Judith S. Olson,Gary M. Olson Book 2014 Springer Nature Switzerland AG 2014

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rs. Even though Iceland has achieved the greatest progress of all countries toward closing the gender gap in 2023, reaching 91.2%, the situation remains similar. In January 2024, 26 companies were listed on Nasdaq Iceland, but despite gender quota legislation on corporate boards, the score is 22-4 i

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1946-7680 lly. Here we review the latest insights into these matters, guided by a framework that we have developed during two decades of research on this topic. This framework organizes a series of factors that we have found to differentiate between successful and unsuccessful distributed collaborations. We t

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What It Means To Be Successful,ean when they use the word “success” in various discussions. It can vary from a new business or scientific breakthrough to merely that a newly developed tool was used by someone. We first review the criteria for success in the academic or research world, including both the sciences and the humanitie

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Overview of Factors that Lead to Success, lead to success. We presented our initial categorization in “Distance Matters” (Olson and Olson, 2000), from which added various factors new to us in TORSC (Olson et al., 2008). Stokols et al. (2008) generated a list and summarization similar to ours, and Koslowski and Ilgen (2006) also have an org

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The Nature of the Work,ficient. One needs technologies to support the myriad of things you get for free when you are collocated: awareness of the state of the other people, often knowing what they are working on, the environmental factors that may impact the work (e.g., impending tornadoes, blizzard), information about th

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Common Ground,but also the knowledge of what the other knows that makes conversations easy. Clark (1996) is the standard reference on the details of common ground and how it plays a role in conversation. Clark and Brennan (1991) explicated these ideas with respect to common communication media, and Monk (2009) ha

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Collaboration Readiness,hether they trust each other, how well their goals are aligned, and how empowered they feel. In the corporate world, team members seldom get to choose with whom they work. However, there are still occasions where the people in different locations or in different departments are not fully cooperative

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Collaboration Technologies and Their Use,. that have been effective in supporting distributed work, with different kinds of work benefiting from different constellations of technologies. Our framework follows closely that of Sarma et al. (2010), listing technologies as ., ., and ., adding significant aspects of the . (see Table 9.1). Altho