Abstract
Background: The COVID-19 pandemic marked a critical turning point in how we organize work, with the software development industry being no exception. As restrictions are lifted in the wake of the pandemic, hybrid work has abruptly become the new standard of work in an increasing number of organizations. However, little is known about the benefits and challenges of hybrid work on software development teams and how to mitigate the potential challenges.
Objective: This study aims to gain an understanding of how hybrid work affects software development teams and individuals.
Method: The empirical research was a qualitative case study investigating two teams with different approaches to hybrid work. The teams were observed for a period of eight weeks, including meetings and communication on chatting software. Nine semi-structured interviews were conducted with these teams’ developers, testers, and team leads.
Results: The study resulted in six themes representing the effects of hybrid work. The teams experienced impacts on team cohesion, co-location network effects for team members working co-located, and asymmetric participation in hybrid meetings. Individuals experienced changes in perceived individual productivity when working from home, wellbeing fostered by a better work-life balance, and team leads found it more challenging to support their teams.
Conclusion: The thesis proposes a new definition of hybrid work and hybrid teams. It discusses the benefits and challenges of the findings in light of relevant literature. For practitioners, the study offers recommendations to organizations and teams that are managing hybrid work or considering introducing hybrid work.
Objective: This study aims to gain an understanding of how hybrid work affects software development teams and individuals.
Method: The empirical research was a qualitative case study investigating two teams with different approaches to hybrid work. The teams were observed for a period of eight weeks, including meetings and communication on chatting software. Nine semi-structured interviews were conducted with these teams’ developers, testers, and team leads.
Results: The study resulted in six themes representing the effects of hybrid work. The teams experienced impacts on team cohesion, co-location network effects for team members working co-located, and asymmetric participation in hybrid meetings. Individuals experienced changes in perceived individual productivity when working from home, wellbeing fostered by a better work-life balance, and team leads found it more challenging to support their teams.
Conclusion: The thesis proposes a new definition of hybrid work and hybrid teams. It discusses the benefits and challenges of the findings in light of relevant literature. For practitioners, the study offers recommendations to organizations and teams that are managing hybrid work or considering introducing hybrid work.
