Kraut et al. (1998) reported negative effects of using the Internet on social involvement and psychological well‐being among new Internet users in 1995–96. We called the effects a “paradox” because participants used the Internet heavily for communication, which generally has positive effects. A 3‐year follow‐up of 208 of these respondents found that negative effects dissipated. We also report findings from a longitudinal survey in 1998–99 of 406 new computer and television purchasers. This sample generally experienced positive effects of using the Internet on communication, social involvement, and well‐being. However, consistent with a “rich get richer” model, using the Internet predicted better outcomes for extraverts and those with more social support but worse outcomes for introverts and those with less support.

Effective work groups engage in external knowledge sharing--the exchange of information, know-how, and feedback with customers, organizational experts, and others outside of the group. This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed.knowledge management, team diversity, social networks, organizational innovation

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Scientific and engineering research increasingly involves multidisciplinary collaboration, sometimes across multiple organizations. Technological advances have made such cross-boundary projects possible, yet they can carry high coordination costs. This study investigated scientific collaboration across disciplinary and university boundaries to understand the need for coordination in these collaborations and how different levels of coordination predicted success. We conducted a study of 62 scientific collaborations supported by a program of the US National Science Foundation in 1998 and 1999. Projects with principal investigators (PIs) in more disciplines reported as many positive outcomes as did projects involving fewer disciplines. By contrast, multi-university, rather than multidisciplinary, projects were problematic. Projects with PIs from more universities were significantly less well coordinated and reported fewer positive outcomes than projects with PIs from fewer universities. Coordination mechanisms that brought distant researchers together physically slightly reduced the negative impact of collaborations involving multiple universities. We discuss implications for theory, practice, and policy.

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