Not Even Remotely Close
How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams
Bibliographic Data
| ID | 7476562 |
|---|---|
| Authors | Lisa Handke (0000-0003-0507-2081, Friedrich‐Alexander‐Universität Erlangen‐Nürnberg Nuremberg Germany, corresponding author), Patrícia Costa (0000-0002-9532-3747, Iscte – Instituto Universitário de Lisboa), Patrícia L Costa (Instituto Universitário de Lisboa (ISCTE‐IUL), Business Research Unit (BRU‐IUL) Lisboa Portugal), Maria X Hincapie (0000-0002-6512-7286, Universidad de los Andes Bogota Colombia), Michael D Johnson (0000-0002-4120-3029, University of Washington Seattle Washington USA) |
| Year | 2025 |
| Volume | 47 |
| Issue | 2 |
| Pages | 192-207 |
| Publication date | 2025-03-06 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.2875 |
| OpenAlex | W4408328854 |
| Language | EN |
| Citations received | 2 |
| References cited | 88 |
Despite the substantial proliferation of hybrid work, little has been done to reconcile extant individual‐ and team‐level perspectives. This is problematic because it does not acknowledge how individuals' hybrid work practices constrain team‐level interactions and subsequent outcomes. Specifically, the extant literature does not yet capture the complex configurations that result from team members alternating between co‐located and remote forms of collaboration and how these may provoke the formation of subgroups within the team. In this conceptual paper, we introduce the construct co‐location imbalance , which we define as the disparity in co‐location between different combinations of team members, as a way of capturing geographic configurations in hybrid teams. Through illustrative hybrid teamwork archetypes, we demonstrate the meaning and implications of co‐location imbalance on subgroup formation. We then map out a nomological network surrounding co‐location imbalance and derive testable propositions on its temporal dynamics and antecedents. Our paper concludes with a discussion of our research's theoretical and practical contributions and directions to advance future research on hybrid teamwork
Business · Economics · Operations management · Experimental Behavioral Economics Studies · Psychology · Social and Intergroup Psychology · Social Psychology · Team Dynamics and Performance
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Interactions Within Groups and Subgroups
Teams in Organizations
Virtual Work
Virtual Teams Research
Videoconference fatigue? Exploring changes in fatigue after videoconference meetings during Covid-19.
A Temporally Based Framework and Taxonomy of Team Processes
Photocopiers and Water-coolers
Fuzzy sets
Putting the “Team” back into virtual teams
Should employees be required to return to the office
Materiality, Sociomateriality, and Socio-Technical Systems
Out of Sight, Out of Mind in a New World of Work? Autonomy, Control, and Spatiotemporal Scaling in Telework
Rediscovering the Social Group
Why Teleworkers are More Satisfied with Their Jobs than are Office-Based Workers
Leading Virtually
Explicating Affordances
The path(s) to employee trust in direct supervisor in nascent and established relationships
Getting away from them all
Understanding the bright side and the dark side of telework
Co‐workers working from home and individual and team performance
Social support in the workplace between teleworkers, office‐based colleagues and supervisors
Interpersonal attraction, social identification and psychological group formation
Measuring the fuzziness of human thoughts
Co-workers who telework and the impact on those in the office
Boundary role transitions
Merged minds
Motives for flexible work arrangement use
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |