“You don’t meet anybody when walking from the living room to the kitchen”: informal communication during remote work

Abstract

Purpose

This study aims to analyze the structures, forms and functions of informal communication in telecommuting settings. Previous research on telecommuting has not considered the influence of telecommuting settings on informal communication, and research on informal communication has mainly focused on face-to-face communication while working in a physical office. This article aims to bring these two research strands together by analyzing the informal communication behavior of employees working from home.

Design/methodology/approach

The authors conducted qualitative interviews with 21 employees who were working from home. The participants were recruited using quota sampling and the data were analyzed following the procedure for examining qualitative data proposed by Mayring (2014).

Findings

The findings reveal similarities as well as differences between those working in an office and those working from home in terms of informal communication with co-workers: Informal communication fulfills similar functions in both cases, but remote work leads to less informal communication and hinders incidental exposure to other employees. Informal talks need to be planned in advance or strategically initiated. The authors identified five informal communication scenarios in telecommuting settings that partly, but not fully, overlap with scenarios in regular office settings.

Originality/value

The present study is one of the first to examine informal communication in telecommuting settings. Previous studies have either excluded the aspect of informal communication or the situation for employees working in telecommuting settings. The results provide new insights into informal communication behavior in remote work.

Citation

Viererbl, B., Denner, N. and Koch, T. (2022), "“You don’t meet anybody when walking from the living room to the kitchen”: informal communication during remote work", Journal of Communication Management, Vol. 26 No. 3, pp. 331-348. https://doi.org/10.1108/JCOM-10-2021-0117