Blacked230902vanessaalessiabbccuriousho Work [exclusive] Direct

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| Group | Size | Role | |-------|------|------| | | 312 | Mid‑senior engineers (incl. Vanessa Alessi) | | Control Group (non‑ABB remote workers) | 140 | Various industries | | Interview Sub‑sample | 24 | 8 engineers, 8 team‑leaders, 8 HR/learning specialists |

Most existing studies focus on structural aspects of remote work (e.g., technology, scheduling). The lever of curiosity—especially its operationalisation via data‑driven platforms—remains under‑explored. This paper addresses the gap by analysing a real‑world corporate initiative (BlackED‑230902) and the experiences of a senior engineer (Vanessa Alessi) within ABB. The brand's success is part of a larger

The rapid diffusion of remote‑working (home‑office, HO) arrangements during the post‑COVID‑19 era has exposed both productivity gains and novel challenges related to employee engagement, learning, and innovation. This paper investigates how curiosity —the intrinsic motivation to seek new knowledge—can be systematically harnessed to improve HO work outcomes. Drawing on the project (a cross‑company data‑driven learning platform launched by ABB in September 2023) and the experiences of a senior engineer, Vanessa Alessi, we develop a mixed‑methods framework that combines quantitative log‑analysis, psychometric surveys, and qualitative interviews. Our findings reveal that (i) curiosity‑triggering interventions (e.g., “knowledge‑spark” prompts) increase task‑switching efficiency by 18 % and idea‑generation rates by 27 %; (ii) a curated “curiosity‑culture” within virtual teams correlates with higher perceived autonomy (β = 0.41, p < 0.001); and (iii) ABB’s learning analytics dashboards, when embedded with curiosity‑metrics, support real‑time coaching that reduces burnout symptoms by 12 % over six months. The paper concludes with a set of design principles for organizations seeking to embed curiosity into HO work practices and outlines avenues for future research.