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Are virtual worlds more or less effective for virtual team collaboration? We suggest that the answer to this question is complicated and dependent upon a number of factors, and we propose a research agenda with theoretical bases to guide researchers in the area of virtual team collaboration for the next seven to ten years. While virtual teams are increasingly used by organizations, there has been little systematic research done to understand how collaboration in virtual worlds compares to collaboration supported by other media, or how characteristics of virtual teams influence the collaboration process and outcomes. The research agenda that we propose looks at basic differences between virtual worlds and other media, but also includes consideration of the specific contextual factors, and the influence that leadership might have on the collaboration process and outcomes.

Technology and contextual factors may moderate the effects of leadership in virtual teams. We conducted an experiment to study the effect of leadership styles on feedback positivity in small, ad hoc teams performing a decisionmaking task using a virtual world or instant messaging. We also examined the relationship of feedback positivity to team outcomes, including satisfaction, social presence, cohesion, group efficacy, consensus, decision quality, and task time. Leadership style interacted with communication medium to influence feedback positivity. Relative to transactional leadership, transformational leadership led to greater feedback positivity in the instant messaging condition but had no effect in the virtual world condition. Greater feedback positivity was positively associated with social presence, discussion satisfaction, cohesion, group efficacy, and task time, but was negatively associated with decision quality.

Abstract:In this special issue, we focus on the role that human-computer interaction (HCI) can play in the development and successful use of human resource information systems (HRIS) in organizations. There is no doubt that information systems have transformed the practice of human resources. From online/e-recruiting to e-learning and the growing interest in data analytics, the practice of human resources has become technology centric. Given the overlap of human resource practice and information systems, both fields need to work together to develop models and theories that advance the practice of HRIS in organizations. Therefore, this special issue a) briefly reviews the history of the HRIS field, b) advances theory and research that stands at the intersection of HRIS and HCI, and c) suggest new directions for research at the intersection of HRIS and HCI.

In conclusion, Fragmenting Work: Blurring Organisational Boundaries and Disordering Hierarchies is required reading for all those interested in an up-to-date account of the nature of work and employment in the context of the network economy. While it explores a wide variety of different issues it is unified by an enduring theme. Rather than being either sanguine or pessimistic about these changing organizational arrangements, there is a need for policy makers and employers (and, for that matter, employee groups) to develop a deeper understanding of the issues involved, beyond the popular hype, and to work together to address the issues raised for the sake of workers, organizations and the economy as a whole.While I have raised some minor questions about some of the characterizations of the findings, I commend the authors for their exceptional research, the accessibility of the language used and the rigor of their reasoning and conclusions.