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Opening work instant messaging apps such as WeChat Work, DingTalk or Feishu has become an indispensable daily routine for modern employees. While real?time replies speed up collaboration, constant pop?ups and message interruptions often lead to distraction and mental fatigue. As digital workplaces become universal, a critical question remains: is instant messaging a catalyst for productivity, or a hidden drain on employees¡¯ energy? A new study led by Dr Qin Su from the International Business School Suzhou (IBSS) at Xi¡¯an Jiaotong?Liverpool University offers an evidence?based answer.

The research paper has been accepted for publication in Information & Management, a leading peer?reviewed journal in information management and digital workplace studies. The journal is ranked JCR Q1 and ABS 3, widely recognized for its academic rigor and practical influence on organizational behavior and management practice. The study draws on two experience?sampling surveys conducted in both China and the United Kingdom, providing cross?cultural insights for global workplaces.

The study addresses a widespread workplace paradox: instant messaging enables fast communication and seamless teamwork, yet it also creates a false sense of urgency, triggers frequent task switching, and depletes employees¡¯ cognitive resources. To explore this dual effect, Dr Qin Su and her team conducted systematic empirical analyses, revealing how instant messaging shapes work efficiency and employee well?being.

The findings confirm that workplace instant messaging acts as a double?edged sword. On the one hand, it strongly facilitates task progress by allowing employees to access information quickly, share documents, and seek guidance, thereby improving task mastery and work accomplishment. On the other hand, constant notifications and interruptions consume attention and mental energy, weakening sustained focus. Importantly, employees¡¯ ability to concentrate serves as a key moderator: those with stronger focus benefit more from IM¡¯s efficiency while suffering less from fatigue.

Unlike many academic studies that focus on theoretical models, this research translates insights into actionable strategies for daily use.

For individual employees, the study suggests two practical steps. First, leverage instant messaging as a resource tool: use it to obtain task?related information, coordinate with colleagues, and solve problems efficiently. Second, manage interruptions by strengthening focus: prioritize important messages, adjust notification settings to mute non?urgent alerts, and apply time?management techniques such as the Pomodoro Method to maintain uninterrupted work sessions.

For managers and organizations, the research proposes three practical approaches to balance flexibility and focus. First, optimize IM platforms for work collaboration: create dedicated project groups and adopt professional tools such as Slack and Microsoft Teams to support structured teamwork, especially for hybrid and remote arrangements. Second, establish clear communication norms: set designated ¡°focus hours¡± to limit non?essential messaging and encourage ¡°Do Not Disturb¡± modes during deep work. Third, foster a supportive workplace culture: provide training to help employees regulate digital distractions, design ¡°unplug zones¡± in offices, and send gentle break reminders for remote teams. Such practices help protect employees¡¯ cognitive resources and support long?term well?being.

This study not only advances academic understanding of digital communication but also bridges theory and real?world management. By clarifying the dual role of instant messaging and highlighting the importance of focus, it offers clear, practical guidance for employees and organizations to use digital tools wisely.

Going forward, Dr Qin Su and her team will continue exploring the impacts of digital tools on work behavior, productivity, and mental health, aiming to build healthier, more sustainable, and people?centered workplaces in the digital era.

Qin Su is an Assistant Professor at International Business School Suzhou (IBSS), Xi¡¯an Jiaotong Liverpool University. She completed her PhD at The Chinese University of Hong Kong, andinterests in group diversity and faultlines; interpersonal, team, and inter-team power dynamics; entrepreneurship and new venture team; and organizational socialization research.

Information & Management is a premier international journal in the field of information management and digital business. It publishes high-quality, impactful research on information systems, digital collaboration, workplace technology, and data-driven management. The journal is ranked JCR Q1 in the Computer Science and Information Systems category and holds ABS 3 (Association of Business Schools) ranking, representing top-tier academic quality and broad influence in management and information research.

By Xiaoxuan Chen

Edited by Thomas Durham & Yifei Wu