A longitudinal analysis of the effects of media richness on cohesion development and process satisfaction in computer-supported workgroups

Burke, Kelly; Aytes, Kregg

doi:10.1109/hicss.1998.653093

Cited by 22 publications

(16 citation statements)

References 30 publications

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“…Many have lauded the availability of online tools for enabling the asynchronous coordination of efforts and have found that online teams can be even more effective than face-to-face teams (Sharda, Barr, & McDonnell, 1988) while others have found that online teams could not outperform traditional teams (Warkentin, Sayeed, & Hightower, 1997, McDonough, Kahnb, & Barczaka, 2001 , or that there are no differences between the two types of teams (Galegher & Kraut, 1994, Burke & Aytes, 1998, Burke & Chidambaram, 1999.…”

Section: Diversity Of Information Shared Temporal Coordination and mentioning

confidence: 99%

From Crowds to Collaborators: Initiating Effort & Catalyzing Interactions Among Online Creative Workers

Boudreau

Gaulé

Lakhani³

et al. 2014

SSRN Journal

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Online collaborative platforms have emerged as a complementary approach to traditional organizations for coordinating the collective efforts of creative workers. However, it is surprising that they result in any productive output as individuals often work without direct monetary incentives while collaborating with unknown others. In this paper, we distinguish the conditions necessary for eliciting effort from those affecting the quality of interdependent teamwork. We consider the role of incentives versus social processes in catalyzing collaboration. We test our hypotheses using a unique data set of 260 individuals randomly assigned to 52 teams tasked with developing working solutions to a complex innovation problem over 10 days, with varying monetary incentives. We find that levels of effort are driven by cash incentives and the presence of other interacting teammates. The level of collaboration, by contrast, was not sensitive to cash incentives. Instead, individuals increased their communication if teammates were also actively participating. Additionally, team performance is uniquely driven by the level of emergent interdependence, as indexed by the diversity of topics discussed and the temporal coordination of activity in short focused time periods. Our results contribute to the literature on how alternative organizational forms can be designed to solve complex innovation tasks.

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Section: Diversity Of Information Shared Temporal Coordination and mentioning

confidence: 99%

From Crowds to Collaborators: Initiating Effort & Catalyzing Interactions Among Online Creative Workers

Boudreau

Gaulé

Lakhani³

et al. 2014

SSRN Journal

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“…Studies of media effects focus on how task performance may be affected by the communication medium used to perform the task (e.g., Burke and Aytes, 1998;Ocker et al, 1997). We use the term media effects to refer to differences in values of dependent variables of interest (e.g., quality of decision or perception of communicating partner) that are observable under different communication media.…”

Section: Introductionmentioning

confidence: 99%

The impacts of involuntary cues on media effects

Rao

Lim

Proceedings of the 33rd Annual Hawaii International Conference on System Sciences

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In studies of media effects, differences in results are predicted based on the rationale that different media have differential ability to transmit nonverbal communication. We suggest that while this rationale has validity, it is not complete, and that several other factors must be present before media effects will be observed. In this article, we argue that the situational characteristics of technology, the voluntariness of communication, sender ability to encode messages, listener ability to decode messages, and the inherent characteristics of technology are relevant to the detection of media effects. More importantly, the penetrating role of involuntary cues in the processes involved is a key concept of this article. Coupling this key concept with the factors outlined, seven propositions are formulated.

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“…Facilitating the interaction of these teams has long been a goal of IT [10,62,96,97]. Despite a long term effort, our understanding of such teams is incomplete, particularly in deciding how these teams excel [44,78,86].…”

Section: Introductionmentioning

confidence: 99%

The role of communication values in swift starting action teams: IT insights from flight crew experience

McKinney

Barker

Smith

et al. 2004

Information & Management

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A longitudinal analysis of the effects of media richness on cohesion development and process satisfaction in computer-supported workgroups

Cited by 22 publications

References 30 publications

From Crowds to Collaborators: Initiating Effort & Catalyzing Interactions Among Online Creative Workers

From Crowds to Collaborators: Initiating Effort & Catalyzing Interactions Among Online Creative Workers

The impacts of involuntary cues on media effects

The role of communication values in swift starting action teams: IT insights from flight crew experience

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