yet to incorporate the dynamic urgency of the pandemic and the impacts of rapid-fire learning of new technology and communication skills. Origins The acceleration of digital technologies has allowed common, even synchronous activities to be distributed across employees at remote locations. These decentralized work arrangements were first named telework in the 1970s, defined as “work carried out in a location remote from the central offices or production facilities, where the worker has no personal contact with coworkers but is able to communicate with them electronically”. Typically, the remote location is the home, though telework centers and remote offices are alternative locations. Since the introduction of home computers in the 1980s and laptops and mobile phones in the 1990s, increasing numbers of office workers have become able to work from different locations. Moreover, the shift from manufacturing to an information economy has expanded the number of jobs amenable to remote work. Telecommuting is referred to as telework, remote work, distributed work, virtual work, flexible work, flexplace, and distance work, among other labels. Investigations of such flexible work locations began in earnest over 30 years ago (see Ramsower, 1983). Distributed work and telecommuting have become widespread practices, growing steadily in the United States and abroad. A 2002 study by the Gartner Group indicated that more than 60% of professional American employees worked in teams characterized by virtuality, and by 2012, nearly 3.3 million American workers telecommuted for at least half of the time. Globally, an international survey of 254 senior-level executives revealed that staff in two thirds of their global firms were involved in distributed work. Early research heralded virtual teams as a promising design for integrating firms and taking maximum advantage of innovation-creating capabilities. They were likewise touted as means to permit flexibility in the “where” of tasks, to allow workers to meet household needs, and to enable organizations to adapt work arrangements to changing environments and labor needs. According to Gibson and Gibbs (2006: 453), the term “virtual” represents a wide variety of teams that are at least to some extent geographically dispersed (consisting of members spread across more than one location), mediated by technology (communicating using electronic tools such as e-mail or instant messaging), structurally dynamic (in which change occurs frequently among members, their roles, and relationships to each other), or nationally diverse (consisting of members with more than one national background). Much of the literature has focused on