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Hackathons and similar time-bounded events have become a popular form ofcollaboration. They are commonly organized as in-person events during whichteams engage in intense collaboration over a short period of time to complete aproject that is of interest to them. Most research to date has focused onstudying how teams collaborate in a co-located setting, pointing towards theadvantages of radical co-location. The global pandemic of 2020, however, hasled to many hackathons moving online, which challenges our currentunderstanding of how they function. In this paper, we address this gap bypresenting findings from a multiple-case study of 10 hackathon teams thatparticipated in 4 hackathons across two continents. By analyzing the collecteddata, we found that teams merged synchronous and asynchronous means ofcommunication to maintain a common understanding of work progress as well as tomaintain awareness of each other's tasks. Task division was self-assigned basedon individual skills or interests, while leaders emerged from differentstrategies (e.g., participant experience, the responsibility of registering theteam in an event). Some of the affordances of in-person hackathons, such as theradical co-location of team members, could be partially reproduced in teamsthat kept synchronous communication channels while working (i.e., shared audioterritories), in a sort of "radical virtual co-location". However, others, suchas interactions with other teams, easy access to mentors, and networking withother participants, decreased. In addition, the technical constraints of thedifferent communication tools and platforms brought technical problems and wereoverwhelming to participants. Our work contributes to understanding the virtualcollaboration of small teams in the context of online hackathons and howtechnologies and event structures proposed by organizers imply thiscollaboration.

Socio-technical constraints and affordances of virtual collaboration -- A study of four online hackathons