## 5 Discussion
### Asymmetric VR: Guidelines  
In this section, we answer **RQ2** by summarizing our findings in a form of six guidelines on how to support remote industrial collaboration and efficiently adopt distributed asymmetry between VR platforms and traditional conferencing tools for this purpose. The guidelines are supported by Figure 10, which visualizes the nature of asymmetry between VR platform and traditional conferencing tools and further determines the perspective from which the guidelines should be approached: _organization, collaboration_ and _technology_ perspectives. **Guideline 1: Identify the Use Case and Assign Roles and Tasks. ** Our case study, supporting previous work [27; 55], demonstrated that a clear division of roles and tasks may ease up the collaboration process in asymmetric distributed settings. Hence, based on the scenario of asymmetric VR and the pattern of knowledge transfer, all collaborators should be assigned roles to ensure that every participant has a shared understanding of their and others' tasks and how mixed-reality space accommodates these. In particular, this would support the dimensions of asymmetry (e.g., transportation, team interdependence and power balance [56]) as well as potentially ensure team dynamics and collaborative tasks accomplishment despite the limitations of asymmetry. **Guideline 2: Present the Value and Limitations via Training**. To accomplish efficient digitally hybrid collaboration, all the users should be aware of why VR is used to supplement their work activities and what the value and functionality of the VR software is. The users should receive specific training on remote or HMD use since the capabilities and UX is different depending on the user group. For VR-users, training would increase the usability of the system, which positively affects feelings of control and reduces the stress associated with the use of novel technology. For remote users, training would raise awareness of the possibilities of VR, prepare them for the limitations of non-interactive users and educate them on how to overcome these. **Guideline 3: Nominate and Train the Key VR User. ** In addition to regular training, our findings suggest that at least one person, who is familiar with the VR environment and defined as the key VR user, should be present in every session or be available online, either as a user or as a facilitator. This lowers the bar for using a new technology and speeds up technology acceptance [68]. **Guideline 4: Embrace Voice Interaction**. Since the main link between the two digital worlds is direct communication via voice, the use of it should be emphasized to the greatest extent possible. Special techniques, similar to the \"think-aloud\" approach, may be integrated into the collaboration process to raise employees' confidence and support trust and open discussions, as well as more concrete instructions from non-HMD users. This would positively affect the team interdependence dimension [56], the quality of communication in general, and the accomplishment of shared goals [69]. **Guideline 5: Increase Visual Fidelity**. The major goal of asymmetric VR setup is to share the spatial understanding of virtual simulated space and the virtual objects inside  
Figure 10: Guidelines on how to support asymmetry between VR and traditional conferencing tools. it, related to the information richness dimension [56]. Hence, visual clarity is a critical factor affecting the quality of asymmetric industrial collaboration, and it can be enhanced in several directions. One of them, suggested previously [28], would be to provide a static and stable video picture that would be streamed to non-HMD users. By implementing a virtual camera that can be manipulated by VR-users, it is possible to increase the quality of pictures from VE and support more detailed observations for non-HMD users. Furthermore, enhancing VR-users' visibility would positively affect the collaboration of both user groups.