Familiarity in Team-Based Online Games: The Interplay Between Player Familiarity and the Concepts of Social Presence, Team Trust, and Performance

2015 ◽  
pp. 140-151 ◽  
Author(s):  
Matthew Hudson ◽  
Paul Cairns ◽  
A. Imran Nordin
Keyword(s):  
Social Presence ◽  
Online Games ◽  
And Performance ◽  
Team Trust

scholarly journals The impact of social media on business growth and performance in India

2019 ◽  
Vol 9 (4) ◽  
pp. 190-194
Author(s):  
BALUSAMY S ◽  
VENKATASUBRAMANIAM A ◽  
GIRI N
Keyword(s):  
Social Media ◽  
Social Presence ◽  
Business Performance ◽  
Positive Impact ◽  
Positive Influence ◽  
Communication Techniques ◽  
Essential Tool ◽  
And Performance ◽  
Scalable Communication ◽  
The Impact

Until the late 1990’s the only form of media known to businesses were television, newspapers and radio, however in the early 2000s, a revolution in media was witnessed and the world was introduced to Social Media. Social Media is a just like any other Form of media is a tool used for communication but at the larger scale for social interaction using highly accessible and scalable Communication techniques. Social media has a positive impact and a positive influence on the company as well as the customers. Social media is becoming an essential tool for marketers, which is at a very minimum investment. In today’s’ scenario consumers judge a company based on their online presence, hence companies can innovate and simultaneously create a strong social presence by always catering to their customers’ needs and concerns.Internationally, companies have adopted Social Media as an essential tool for their marketing campaign; however the same is not adapted in India to a large extent. What are the benefits of Social media? What are the examples of Social media? This study understands the benefits,impact and importance of Social Media on business performance and growth.

Shared Leadership and Team Performance

2019 ◽  
pp. 311-325
Author(s):  
Ana Martins ◽  
Isabel Martins
Keyword(s):  
Problem Solving ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Shared Leadership ◽  
Positive Impact ◽  
Employee Performance ◽  
The Self ◽  
Social And Emotional ◽  
And Performance ◽  
Team Trust

This chapter contributes to the existing evidence on the constructs of shared leadership, social, and emotional capitals to demonstrate their significant galvanizing effect on team and organizational performance through trust. This study aimed to ascertain how leadership self-efficacy might influence shared leadership team, trust, and performance in this IT Company. Managers with self-reported ratings for the self-efficacy attributes cluster of leadership demonstrate greater probability of improving both perceived and actual employee performance. The emerging results concur with the aforementioned premise because these appear to emphasize the leadership self-efficacy attributes cluster of problem solving. These results may have a positive impact on the team and organizational performance as a whole.

Swift Trust in Web Vendors

2011 ◽  
pp. 102-122
Author(s):  
Xin Li ◽  
Guang Rong ◽  
Michelle Carter ◽  
Jason Bennett Thatcher
Keyword(s):  
Research Design ◽  
Experimental Research ◽  
Social Presence ◽  
Third Party ◽  
Effort Expectancy ◽  
Quasi Experimental ◽  
Product Search ◽  
Swift Trust ◽  
And Performance ◽  
Product Search Engines

With the growth of product search engines such as pricegrabber.com, web vendors have many more casual visitors. This research examines how web vendors may foster “swift trust” as a means to convert casual visitors to paying customers. We examine whether perceptions of website’s appearance features (normality, social presence and third-party links) and functionality features (security, privacy, effort expectancy and performance expectancy) positively relate to swift trust in a web vendor. Using a quasi-experimental research design, we empirically test the proposed relationships. Based on an analysis of 224 respondents, we found appearance and functionality features explained 61% of the variance in swift trust. The paper concludes with a discussion of findings and implications.

Forming Trust in Virtual Writing Teams

2010 ◽  
pp. 88-111 ◽  
Author(s):  
Sean D. Williams
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Collaborative Writing ◽  
Virtual Team ◽  
General Concept ◽  
Team Members ◽  
Performance Orientation ◽  
Use Of Technology ◽  
Trust Formation ◽  
And Performance

This chapter explores collaborative writing in virtual teams, and, particularly, trust formation in virtual writing teams, to help those who create or work in virtual writing teams to understand the importance of trust. In order to build the case for trust as the key component in teams, the chapter presents important background on teams as a general concept. In particular, it considers the constituents of quality teams, which include small team size, diverse team membership, interdependent relationships, shared team vision, articulated processes, and performance orientation. The chapter then elaborates on the role of trust in teams, presenting it as the key feature for any type of team environment. Based on this background, the chapter then differentiates the general concept of teams from virtual teams in particular, arguing that virtual teams must address specific considerations in order to build trust. Such considerations include the composition of the team, where team members possess a propensity to trust; the proper use of technology in the virtual team, so that the medium matches the communicative need; and social presence, or the ways that virtual teams can build trust by using communication behaviors to demonstrate to others that they share understanding. The chapter combines the general team considerations with the virtual team considerations into a rubric for building strong virtual teams based upon four major categories: team traits, team actions, individual traits, and environment traits. The chapter concludes with suggestions for future study.

Swift Trust in Web Vendors

2011 ◽  
pp. 1207-1227
Author(s):  
Xin Li ◽  
Guang Rong ◽  
Jason B. Thatcher
Keyword(s):  
Experimental Research ◽  
Social Presence ◽  
Web Sites ◽  
Third Party ◽  
Effort Expectancy ◽  
Quasi Experimental ◽  
Product Search ◽  
Swift Trust ◽  
And Performance ◽  
Product Search Engines

With the growth of product search engines such as pricegrabber.com, Web vendors have many more casual visitors. This research examines how Web vendors may foster “swift trust” as a means to convert casual visitors to paying customers. We examine whether perceptions of Web sites’ appearance features (normality, social presence and third-party links) and functionality features (security, privacy, effort expectancy and performance expectancy) positively relate to swift trust in a Web vendor. Using a quasi-experimental research design, we empirically test the proposed relationships. Based on an analysis of 224 respondents, we found appearance and functionality features explained 61% of the variance in swift trust. The article concludes with a discussion of findings and implications.

Networked Flow in musical bands

2016 ◽  
Vol 45 (2) ◽  
pp. 283-297 ◽  
Author(s):  
Andrea Gaggioli ◽  
Alice Chirico ◽  
Elvis Mazzoni ◽  
Luca Milani ◽  
Giuseppe Riva
Keyword(s):  
Interpersonal Communication ◽  
Social Presence ◽  
Ad Hoc ◽  
Flow State ◽  
Communication Structure ◽  
Expert Rating ◽  
And Performance ◽  
Measure Of Performance ◽  
Group Flow ◽  
The Relationship

This study aimed at using the Networked Flow (NF) model to investigate group collaboration in the context of musical bands. We analyzed the relationship between flow, social presence, structural dynamics and performance as they related to 15 bands in a rehearsal room. Flow was measured using the Flow State Scale; social presence was assessed with the Networked Minds Social Presence scale; and interpersonal communication structure (exchange of gazes and verbal orders) was assessed by means of Social Network Analysis (SNA). In addition, we considered: (a) a subjective measure of performance, rated by each member on an ad-hoc questionnaire; and (b) an expert rating of performance, based on the evaluation of audio-video recordings of each group. Findings showed the multifaceted nature of the relationship between social presence and flow. Group flow score was a significant predictor of self-reported performance, but not of expert-evaluated performance. Moreover, several correlations were found between flow, social presence and patterns of interpersonal coordination (both implicit and explicit). Specifically, SNA reveals that flow was positively related to exchanges of gazes and negatively associated with exchanges of orders. Overall, this study contributes to further elucidating the complex interplay between group flow and intersubjective dynamics in music collaboration.

scholarly journals KOMANDOS SUTELKTUMO, PASITIKĖJIMO JA, SUVOKTO AŠ IR KOLEKTYVINIO EFEKTYVUMO, PATIRIAMO STRESO IR VEIKLOS EFEKTYVUMO SĄVEIKA KARINĖSE KOMANDOSE

Psichologija ◽  
2012 ◽  
Vol 46 ◽  
pp. 105-122 ◽  
Author(s):  
Vita Mikuličiūtė
Keyword(s):  
Collective Efficacy ◽  
Self Efficacy ◽  
Performance Outcomes ◽  
Team Work ◽  
Professional Service ◽  
Hypothetical Model ◽  
Military Stress ◽  
And Performance ◽  
Performance Results ◽  
Team Trust

Sutelktumas, pasitikėjimas komanda, patiriamas stresas bei suvoktas Aš ir kolektyvinis efektyvumas laikomi svarbiais komandų veiklos efektyvumo veiksniais. Vis dėlto nėra aišku, kokia šių veiksnių tarpusavio sąveikos kryptis ir kokia jų reikšmė prognozuojant karinių komandų veiklos efektyvumą. Apklausus 160 profesinės karo tarnybos karių, kurie priklausė 28 komandoms (skyriams), nustatyta, kad didesnis komandos sutelktumas, pasitikėjimas ja, suvoktas Aš ir kolektyvinis efektyvumas yra susiję su didesniu komandos veiklos efektyvumu. Atlikta kelių analizė parodė, jog komandos sutelktumas ir pasitikėjimas ja numato veiklos efektyvumą per tarpinį kintamąjį – suvoktą kolektyvinį efektyvumą. Suvoktas Aš efektyvumas su komandos veiklos efektyvumu taip pat susijęs ne tiesiogiai, o per suvoktą kolektyvinį efektyvumą.Pagrindiniai žodžiai: karinės komandos, sutelktumas, pasitikėjimas komanda, suvoktas Aš ir kolektyvinis efektyvumas. THE INTERACTION BETWEEN COHESION, TEAM TRUST, PERCEIVED SELF AND COLLECTIVE EFFICACY, STRESS AND PERFORMANCE EFFICACY IN MILITARY TEAMSVita MikuličiūtėSummaryEven though it is usually inferred that team work is associated with positive findings (higher engagement in organizational matters, higher satisfaction with work, better performance results), this is not always true. In some occasions, team work results in poor performance outcomes because of social loafing or interpersonal conflicts. Therefore, it is important to know what psychological factors of the team determine its performance. We indicate that the main factors clearly associated with performance results are team trust, cohesion, stress, perceived self- and collective efficacy. Even though a lot of empirical studies have been made, there is still a lack of information about the interaction between these variables and the way they contribute to performance results. Besides, usually short-term artificially composed teams are under the scope of researchers. That’s why the results do not fully reflect the essence of long-term teams functioning in real-life situations. In respect to the problems mentioned above, we raised the aim of this research: to investigate the interaction between performance results and team trust, cohesion, stress, perceived collective and self-efficacy in military settings. A hypothetical model in which team trust influences cohesion and the collective efficacy acts as a mediating variable between cohesion and performance results was created. The hypothetical model has also stated that self- and collective efficacy are associated with performance results not directly, but through the perceived stress.In this research, 160 military men of professional service took part. Of them 94.4% (151) were males and 3.8% (6) females. The age of the participants ranged from 19 to 37, mean 24.6 years. The participants belonged to 28 teams (military sections) and were selected based on the information about their team functioning. Only the teams in which their members were constantly working together were included in the research. Aggregated results were used in the statistical analysis. For the purpose of the research, three questionnaires were developed: the Military Stress Questionnaire (Cronbach α = 0.92), the Questionnaire of the Perceived Military Collective Efficacy (Cronbach α = 0.93), the Questionnaire of the Perceived Military Self-efficacy (Cronbach α = 0.94). Two scales used in this research were developed by other authors: the Intrateam Trust Scale (DeJong and Elfring, 2010; Cronbach α = 0.88) and The Perceived Cohesion Scale (Bollen and Hoyle, 1990; Cronbach α = 0.85). Team performance results were based on the evaluations of the field training.The results indicate that almost all variables of our research are intercorrelated at a statistically significant level. Performance results positively correlate with the perceived self- and collective efficacy, team trust and team cohesion. No statistically significant correlation was found between stress and performance results. Besides, a high correlation between cohesion and team trust was revealed, which indicates the multicollinearity problem between these two variables. Cohesion and team trust were united, and a hypothetical model was developed using the path analysis. It shows that cohesion and team trust influences performance results not directly: the perceived collective efficacy acts as a mediating variable. Besides, self-efficacy influences the perceived collective efficacy, and the collective efficacy influences the stress level. Several important conclusions from the obtained results could be made. First, a high collective efficacy can diminish military stress and thus act as a protective factor against the formation of PTSD and other psychopathologies. Secondly, the perceived collective efficacy is the only variable that influences the performance results directly. In order to improve the results of the team, it is important to monitor and raise the levels of collective efficacy. Thirdly, cohesion and team trust have important implications not only for the perceived team capabilities, but also for the perceived one’s own capabilities.Key words: military teams, cohesion, team trust, perceived self and collective efficacy.

Subject Matter Content Creation for Second Life Delivery

2010 ◽  
pp. 414-432 ◽  
Author(s):  
Michael N. DeMers
Keyword(s):  
Social Presence ◽  
Virtual Worlds ◽  
Second Life ◽  
Teaching And Learning ◽  
Learning Objects ◽  
Matter Content ◽  
Successful Implementation ◽  
Course Content ◽  
Traditional Course ◽  
And Performance

Worldwide, educators are experimenting with the myriad possibilities that Second Life and other multi-user virtual environments (MUVEs) provide for teaching and learning for online courses. Some find the ability to collaborate enhanced, others see the social presence improved, more acknowledge the ease of employing role play intriguing, and a few have employed highly complex simulations as means of delivering complex material. The ability of educators to develop, test, and effectively deliver meaningful educational content within virtual worlds is often limited by the rather steep learning curve such environments present. This chapter provides first a set of basic guidelines for preparing instructors for an incremental approach to content delivery and predisposes learners for successful implementation and performance. Second, using examples from the discipline of geography, specifically my subspecialty of geographic information systems (GIS), it describes the use of some basic tools contained within Second Life for creation of active course content through small learning objects. Finally, it demonstrates real-world examples of such in-world learning objects from a laboratory-based course to illustrate how traditional course content can be transformed to hands-on exercises in the virtual environment.

Effects of Communication Mode on Social Presence, Virtual Presence, and Performance in Collaborative Virtual Environments

2005 ◽  
Vol 14 (4) ◽  
pp. 434-449 ◽  
Author(s):  
Eva-Lotta Sallnäs
Keyword(s):  
Virtual Environment ◽  
Social Presence ◽  
Video Conference ◽  
Communication Mode ◽  
Text Chat ◽  
Web Video ◽  
Virtual Presence ◽  
And Performance ◽  
Video Condition ◽  
The Web

How does communication mode affect people's experience of social presence, presence, and performance, and how does it affect their actual collaboration in a virtual environment? In a first experiment, subjects communicated by text-chat, audio conference, or video conference in a desktop collaborative virtual environment (CVE). Both perceived social presence and presence were shown to be lower in the text-chat condition than in the audio- and video-conference conditions. People spent a longer time performing a decision-making task together, spoke fewer words in total, and also spoke fewer words per second in the text-chat environment. Finally, more words per second were spoken in the audio-conference than in the video-conference condition. In a second experiment, collaboration in a CVE audio- and a CVE video condition was compared to collaboration in a Web audio-conference and a Web video-conference condition. Results showed that presence was rated higher in the two video than in the two audio conditions and especially in the Web video condition. People spent more time in the video than in the audio conditions and more words per second were spoken in the Web than in the CVE conditions. In conclusion, it was found that both the communication media used and the environment in which collaboration takes place (CVE or Web) make a difference for how subjects experience interaction and for their communication behavior.

Learning in Virtual Teams

2018 ◽  
pp. 622-634 ◽  
Author(s):  
Yuqing Ren
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Team Learning ◽  
Common Ground ◽  
Shared Knowledge ◽  
Team Members ◽  
Storage And Retrieval ◽  
Integrative Framework ◽  
Shared Identity ◽  
And Performance

This chapter reviews and integrates the latest research on team learning and virtual teams to understand the challenges associated with how team members learn and improve performance when working across distance. Team learning is defined as changes in a team’s knowledge and performance as a function of members gaining experiences of working with one another. This chapter presents an integrative framework that links challenges in virtual teams (lack of informal, spontaneous communication, lack of social presence, lack of common ground, reduced team cohesion and identification, lack of trust, lack of shared knowledge and understanding) to four key team learning processes (knowledge acquisition, sharing, storage, and retrieval). Three remedies are proposed to overcome the challenges through a strong shared identity, the choice of effective collaboration technologies, and timely teamwork interventions.

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