I am looking for recent (published between 1/1/2002 and today) papers
written on how instant messenger (IM) technology and its various uses
help and hurt the Team Development Processs, especially within a
formal business setting.  I'm interested in the human impact and
changes to team dynamics, especially a quantitative analysis of these.

Here are some links on the subject matter you requested.


http://www-2.cs.cmu.edu/~jdh/collaboratory/research_papers/CHI_2002.pdf
Introducing Instant Messaging and Chat into the Workplace.
Herbsleb, J.D., Atkins, D.L., Boyer, D.G., Handel, M., & Finholt, T.A.
(2002).
In proceedings of ACM Conference on Computer-Human Interaction, pages
171-178, Minneapolis, MN, April 20-25.
"We report on our experiences of introducing an instant messaging and
group chat application into geographically distributed workgroups. We
describe a number of issues we encountered, including privacy
concerns, individual versus group training, and focusing on teams or
individuals. The perception of the tool’s utility was a complex issue,
depending both on users’ views of the importance of informal
communication, and their perceptions of the nature of cross-site
communication issues. Finally, we conclude with a discussion of
critical mass, which is related to the features each user actually
uses. More generally, we encountered a dilemma that imposes serious
challenges for user-centered design of groupware systems."


http://www-2.cs.cmu.edu/~jdh/collaboratory/research_papers/cscw-2002.pdf
What is Chat Doing in the Workplace?
Handel, M. & Herbsleb, J.D. (2002)
Proceedings of ACM Conference on Computer-Supported Cooperative Work
(CSCW), New Orleans, LA, pp. 1-10.
"We report an empirical study of a synchronous messaging application
with group-oriented functionality designed to support teams in the
workplace. In particular, the tool supports group chat windows that
allow members of a group to communicate with text that persists for
about a day. We describe the experience of 6 globally-distributed work
groups who used the tool over a period of 17 months. An analysis of
use shows that the group functionality was used primarily for bursts
of synchronous conversations and occasional asynchronous exchanges.
The content was primarily focused on work tasks, and negotiating
availability, with a smattering of non-work topics and humor. Nearly
all groups were remarkably similar in the content of their group chat,
although the research group chatted far more frequently than the
others. We conclude with suggestions for future research, and a
discussion of the place of team-oriented synchronous messaging tools
in the workplace."

http://www.radicati.com/cgi-local/brochure.pl?pub_id=153&part=head&subscr=&back_link=/single_report/index.shtml
(links to an overview of the paper and ordering information)
Corporate Messenging and Collaboration Deployment and Procurement
Plans, 2002-2004

http://www.research.microsoft.com/research/coet/Grudin/ShortPapers/IM.pdf
When Messaging Becomes Formal: Will IM Follow in the Footsteps of
Email?
T. Lovejoy and J. Grudin, 2003

http://ecommerce.lebow.drexel.edu/eli/pdf/HutEBKCommu.pdf
Communication in complex information system development projects.
eljko Hutinski, Neven Vr!ek, Goran Bubas, June 2001

http://www.cc.gatech.edu/fac/Gregory.Abowd/hci-resources/area-bok/papers/bradner.pdf
Interaction and Outeraction: Instant Messaging in action
: Bonnie A. Nardi, Steve Whittaker, Erin Bradner

http://www.research.att.com/~stevew/IM-CSCW02-final.pdf
The characters, functions, and styles of instant messaging in the
workplace.
By Ellen Isaacs, Alan Walendowski, Steve Whittaker, Diane J. Schiano &
Candace Kamm
November, 2002

ftp://ftp.research.microsoft.com/pub/ejh/interact2001.pdf
Notification, Disruption, and Memory: Effects of Messaging
Interruptions on Memory and Performance,
E. Cutrell, M. Czerwinski, and E. Horvitz, July 2001

Thanks!  This is everything I was looking for.