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By identifying the socio-technical conditions required for teams to workeffectively remotely, the Distance Matters framework has been influential inCSCW since its introduction in 2000. Advances in collaboration technology andpractices have since brought teams increasingly closer to achieving theseconditions. This paper presents a ten-month ethnography in a remoteorganization, where we observed that despite exhibiting excellent remotecollaboration, teams paradoxically struggled to collaborate across teamboundaries. We extend the Distance Matters framework to account for inter-teamcollaboration, arguing that challenges analogous to those in the originalintra-team framework -- common ground, collaboration readiness, collaborationtechnology readiness, and coupling of work -- persist but are actualizeddifferently at the inter-team scale. Finally, we identify a fundamental tensionbetween the intra- and inter-team layers: the collaboration technology andpractices that help individual teams thrive (e.g., adopting customizedcollaboration software) can also prompt collaboration challenges in theinter-team layer, and conversely the technology and practices that facilitateinter-team collaboration (e.g., strong centralized IT organizations) can harmpractices at the intra-team layer. The addition of the inter-team layer to theDistance Matters framework opens new opportunities for CSCW, where balancingthe tension between team and organizational collaboration needs will be acritical technological, operational, and organizational challenge for remotework in the coming decades.

A "Distance Matters" Paradox: Facilitating Intra-Team Collaboration Can Harm Inter-Team Collaboration