{"id":675669,"date":"2020-07-15T17:11:06","date_gmt":"2020-07-16T00:11:06","guid":{"rendered":"https:\/\/www.microsoft.com\/en-us\/research\/?post_type=msr-research-item&p=675669"},"modified":"2023-02-14T15:03:54","modified_gmt":"2023-02-14T23:03:54","slug":"resilience-and-the-rapid-shift-to-remote-working-at-a-university-emerging-questions","status":"publish","type":"msr-research-item","link":"https:\/\/www.microsoft.com\/en-us\/research\/publication\/resilience-and-the-rapid-shift-to-remote-working-at-a-university-emerging-questions\/","title":{"rendered":"Resilience and the Rapid Shift to Remote Working at a University: Emerging Questions"},"content":{"rendered":"

ABSTRACT<\/strong><\/h3>\n

We describe work-in-progress for a qualitative, interview-based study of organizational resilience at a large research university during the unfolding crisis of the COVID-19 pandemic. This paper discusses example data and questions raised by interviews of participants that represent a wide variety of roles, contexts, and challenges. Our ongoing data collection shows participants navigating different ways of enacting resilience in their attempts to weather the rapid changes to their work and organizations brought on by COVID-19. This preliminary work already raises questions about how organizational resilience is enacted, how the boundaries of formal organizations are being redefined, and work activities are being reorganized. These themes lay groundwork for future studies of organizational and system resilience during long-term crises.<\/p>\n

Keywords<\/h3>\n

resilience, CSCW, organizational theory, infrastructure studies, coordination<\/p>\n