A comparison of computer conferences with face-to-face meetings for small group business decisions

Archer, Norm

doi:10.1080/01449299008924246

Cited by 45 publications

(18 citation statements)

References 26 publications

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“…There seems no clear guideline as to which form of CMC is most appropriate for theoretical research about the medium. Most of the early CMC research experiments employed synchronous systems, although most field studies and organizational uses of CMC rely on asynchronous interaction (see Archer, 1990;Hiltz, Turoff, & Johnson, 1989). Some maintain that FtF/synchronous comparisons are more appropriate.…”

Section: Anticipated Future Interactionmentioning

confidence: 99%

Anticipated Ongoing Interaction Versus Channel Effects on Relational Communication in Computer-Mediated Interaction

1994

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Previous research on the interpersonal tone of cornputer-mediated communication shows diferent effects using longitudinal computer-mediatedgroups thanare found in research using one-shot groups, even before the developmental aspects associated with time can acmue. One factor distinguishing these approaches is the anticipation offuture interaction experienced by longitudinal groups. This research reports an experiment assessing the relative effects of anticipatedfuture interaction and direrent communication media (computer-mediated versus face-to-face communication) on the communication of relational intimacy and composure. Asynchronous and synchronous computer conferencing and face-to-face groups were examined. Results show that the assignment of long-term versus short-term partnerships has a larger impact on anticipatedfuture interaction reported by computer-mediated, rather than face-to-face, partners. Evidence also shows that anticipation is a more potent predictor of several relational communication dimensions than is communication condition. Implications for the0 y and practice are identified.The way you meet people in cyberspace puts a different spin on affiliation: in traditional kinds of communities, we are accustomed to meeting people, then getting to know them; in virtual communities, you can get to know people and then choose to meet them. (Rheingold, 1993, pp. 26-27)

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Section: Anticipated Future Interactionmentioning

confidence: 99%

Anticipated Ongoing Interaction Versus Channel Effects on Relational Communication in Computer-Mediated Interaction

1994

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“…The findings suggest that virtual teams end up with higher performance (Sharda et al, 1988), or at least not worse (Archer, 1990;Chidambaram & Jones, 1993). However, virtual teams take longer to accomplish tasks (Archer, 1990;Sharda et al, 1988).…”

Section: Process Factorsmentioning

confidence: 80%

“…In a virtual team context the knowledge application process has received less attention and the few existing studies compare knowledge application between virtual teams and traditional teams by focusing on the level of IT use (Archer, 1990;Chidambaram & Jones, 1993 …”

Section: Questions On Knowledge Applicationmentioning

confidence: 99%

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Knowledge processes in virtual teams: consolidating the evidence

Fang

Kwok

Schröeder

2012

Behaviour & Information Technology

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Alavi and Leidner (2001) (i.e., creation, transferring, storage/retrieval and application) INTRODUCTIONThe globalization of business competition and a growing need for customer responsiveness in the past few decades have caused an increasing number of firms to undergo dramatic organizational changes (Miles & Snow, 1992). Organizations transform to networks by flattening organizational structure and establishing inter-organizational links (Davidow & Malone, 1992). This change has promoted contemporary firms to coordinate activities that span geographical and organizational boundaries (Townsend et al., 1998). It has also increased the need for utilizing decentralized, specialized knowledge and expertise (Alavi & Tiwana, 2002;Boutellier, 1998;Penrose, 1959). Virtual teams have emerged to allow organizations to overcome these geographical boundaries and to address the emerging knowledge needs (Powell et al., 2004;Workman, 2007).Virtual teams constitute essential structures in today's organizations (Siebdrat et al., 2009). An internal virtual workforce survey of twelve hundred employees in Intel Corporationreveals that approximately 70 percent of the Intel workforce collaborates with people in different time zones without meeting face to face (Intel Corporation, 2004). Accenture, an international IT systems consulting firm, rests its viability on the performance of "customerintimate" project teams coordinated among dispersed sites (Accenture., 2005 ). Virtual teams form an essential part of today's organizations with important implications for teamwork and collaboration.A crucial aspect of virtual teams is the knowledge process among the team members. In fact, the main driver for building virtual teams is the prospect of integrating the dispersed knowledge and expertise of the team members (Alavi & Tiwana, 2002;Boutellier, 1998).However, while virtual teams are established to support knowledge integration it has been recognized that the virtual collaboration environment inhibits the team's knowledge 3 processes. The geographic dispersion and the reliance on information technologies hinder team members to create, transfer, store and apply knowledge (Alavi & Tiwana, 2002;Cramton, 2001;Griffith et al., 2003). Studies in innovation management (Ahuja, 2000) and organizational learning (Walsh, 1995) highlight how the distributed nature of cognition and the diversity of knowledge in team settings creates challenges for team learning and knowledge processes. These challenges become even more pronounced when the interaction among teams are virtual (Alavi & Tiwana, 2002).Virtual teams are in a "catch-22" situation: the opportunities of integrating dispersed knowledge promotes the emergence of virtual teams; at the same time virtual teams are arguably less capable of identifying and leveraging the collective knowledge of their members than traditional teams are. Recognizing this paradox is highly important for virtual team members as effective knowledge exchange and utilization is not achieved until the team has id...

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“…For telepsychiatry, it may be a problem when people speak all at once, not least at during multiparty conferences, when someone should lead the session. For conferences arranged by telecommunications, we know that a good result for decisions made by groups may be dependent on the organization and leadership of the conference (Archer 1990). To be able to see body language and facial expression is important within psychiatry.…”

Section: The Problemsmentioning

confidence: 99%

Organizing for remote consultations in health care?-?the production process

Monrad¹

2003

Behaviour & Information Technology

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In health care we find a very complex production process related to the complexity of disease. New telecommunications have created a novel means of contact between patient and health care worker: the remote consultation. The remote consultation is unique, with a simultaneous flow of services from different organizations. It is conceivable that analysis of the production process of remote consultations may contribute to improved organization of the work. To obtain information on the little analysed production process of remote consultations, qualitative interviews were performed with 30 persons working in teledermatology, telepsychiatry, a telepathology frozen-section service, and tele-otolaryngology. The results show that managers in organizations planning telemedicine activity do not need to prepare the personnel by organizing communication on goal formulation and content for the remote consultations. For the single health care worker a remote consultation does not require more preparation than an ordinary consultation. The variation in type of images seen on the screen here does not seem to play a major role. Evaluation of each step mainly shows that the production process of remote consultations functions well. The most frequently mentioned problems are technical problems (which should not be exaggerated), but other problems also exist. Proposals for improvements were given, such as wishing that a technician was available, and improved booking systems. The main conclusion is that no major reorganization seems to be necessary for the production process of remote consultations. This type of telecooperation works well.

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A comparison of computer conferences with face-to-face meetings for small group business decisions

Cited by 45 publications

References 26 publications

Anticipated Ongoing Interaction Versus Channel Effects on Relational Communication in Computer-Mediated Interaction

Anticipated Ongoing Interaction Versus Channel Effects on Relational Communication in Computer-Mediated Interaction

Knowledge processes in virtual teams: consolidating the evidence

Organizing for remote consultations in health care?-?the production process

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