Online freelancing is growing rapidly. However, despite this rapid growth, we have a limited understanding of online freelancers' long-term experiences and evolution, or how online freelancing influences freelancers' broader career goals. To address this gap, we interviewed a set of online freelancers at two time periods, two and a half years apart. We found that long-term engagement with online freelancing involves a unique set of financial, emotional, relational, and reputational burdens that represent the overhead of maintaining an online freelancing career. We found that this overhead influenced online freelancers' participation and perceptions of online freelancing over time, as well as the strategies some freelancers employed to manage their careers. Our findings further highlight how online freelance platforms can afford unique career development opportunities over a longer period of time, including career exploration and transition, entrepreneurial training and reputation, and skills transfer. Based on our findings, we present policy and design implications to increase the sustainability and accessibility of online freelancing.
Individuals increasingly turn to online freelance platforms to find flexible, remote, knowledge-based work. Yet we have only begun to understand the challenges new freelancers face with limited formal resources to orient themselves to this career. To inform design and policy to support new freelancers, we conducted a qualitative interview study on transitions to online freelance platforms with 27 freelancers working on the Upwork and Fiverr platforms. We found that new freelancers engage in self-directed socialization as they proactively seek support not directly provided by the platform or their clients. This support helps them resolve professional identity ambiguity, learn platform work self-management, build credibility, and overcome self-doubt in their new careers. Our findings suggest opportunities to support new forms of socialization and mentorship to address disparities in access to networks, resources, and knowledge needed to successfully begin an online freelance career.
Was a problematic team always doomed to frustration, or could it have ended another way? In this paper, we study the consistency of team fracture: a loss of team viability so severe that the team no longer wants to work together. Understanding whether team fracture is driven by the membership of the team, or by how their collaboration unfolded, motivates the design of interventions that either identify compatible teammates or ensure effective early interactions. We introduce an online experiment that reconvenes the same team without members realizing that they have worked together before, enabling us to temporarily erase previous team dynamics. Participants in our study completed a series of tasks across multiple teams, including one reconvened team, and privately blacklisted any teams that they would not want to work with again. We identify fractured teams as those blacklisted by half the members. We find that reconvened teams are strikingly polarized by task in the consistency of their fracture outcomes. On a creative task, teams might as well have been a completely different set of people: the same teams changed their fracture outcomes at a random chance rate. On a cognitive conflict and on an intellective task, the team instead replayed the same dynamics without realizing it, rarely changing their fracture outcomes. These results indicate that, for some tasks, team fracture can be strongly influenced by interactions in the first moments of a team's collaboration, and that interventions targeting these initial moments may be critical to scaffolding long-lasting teams.CCS Concepts: • Human-centered computing → Collaborative and social computing design and evaluation methods; Empirical studies in collaborative and social computing;
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