Towards an Affordance-Based Theory of Collaborative Action (CoAct)

Collaborative Action provides a novel approach to modeling interaction among users and machines and IT-mediated collaboration among people to solve problems. CoAct extends the notions of affordance and moves away from idiosyncratic, subjective mental models of the world to the notion that actors with similar capacities to act can potentially discern similar action possibilities in the world. It changes the direction from discovery and alignment of internal representations to mutual attunement of collaborators to build sufficient capabilities, share informational structures, and calibrate selectivity to achieve shared affordances. CoAct has the potential to influence such diverse areas as usability engineering, information overload, and group decision making. CoAct can be used at multiple levels of granularity, from fine granularity of a single interaction to tracking intermediate progress and results of a set of interactions. Propositions based on CoAct are presented. An initial experiment provides some support for an affordance-based approach to information sharing/design.

WikiDesign

This paper presents a knowledge evaluation and evolution in a knowledge management system by using a Semantic Wiki approach. The authors describe a Semantic Wiki called WikiDesign which is a component of a Knowledge Management system. Currently WikiDesign is used in engineering departments of companies to emphasize technical knowledge. This study explains how WikiDesign ensures the reliability of the knowledge base thanks to a knowledge evaluation process. After explaining the interest of the use of semantic wikis in knowledge management approach, the architecture of WikiDesign with its semantic functionalities is described. The effectiveness of WikiDesign is proved with a knowledge evaluation example for an industrial project.

Using WarpPLS in E-Collaboration Studies

This is a follow-up on a previous article (Kock, 2010b) discussing the five main steps through which a nonlinear structural equation modeling analysis could be conducted with the software WarpPLS (warppls.com). Both this and the previous article use data from the same E-collaboration study as a basis for the discussion of important WarpPLS features. The focus of this article is on specific features related to saving and analyzing grouped descriptive statistics, viewing and changing analysis algorithm and resampling settings, and viewing and saving the various minor and major results of the analysis. Even though its focus is on an E-collaboration study, this article contributes to the broad literature on multivariate analysis methods, in addition to the more specific research literature on E-collaboration. The vast majority of relationships between variables, in investigations of both natural and behavioral phenomena, are nonlinear; usually taking the form of U and S curves. Structural equation modeling software tools, whether variancE- or covariancE-based, typically do not estimate coefficients of association based on nonlinear analysis algorithms. WarpPLS is an exception in this respect. Without taking nonlinearity into consideration, the results can be misleading; especially in complex and multi-factorial situations such as those stemming from E-collaboration in virtual teams.

An Exploratory Study of How Technology Supports Communication in Multilingual Groups

In this paper, the authors study how new technology can support multilingual groups. Their results show that no significant difference was found between group members’ comprehension of contributed comments and their stated minimum acceptable understanding. However, comprehension of relevant comments was higher than that for off-topic text, indicating that the sharing of important information was achieved. Further, reading comprehension tests of translations from Chinese, German, Hindi, Korean, Malay, and Spanish to English show that, except for Hindi, the automatic translations achieve accuracies that are acceptable for graduate studies at a university in the United States.

The Level Paradox of E-Collaboration

Although e-collaboration phenomena are multilevel in nature, research to date has been conducted from an exclusively single-level focus. This has lead to the level paradox. The dangers of the level paradox are discussed, including the potential that apparent cumulative knowledge may actually be spurious. Solutions to the level paradox are proposed in the form of future opportunities of research from several mixed-level approaches, and the benefits and barriers to mixed-level research are discussed. The article ends with a discussion on the necessity of finding a balance between single-level and mixed-level research, as well as on the necessity of single-level studies explicitly specifying the levels of theory, measurement, and data in their research.

Shared Mental Model Development During Technology-Mediated Collaboration

This study examines how collaboration mode – face-to-face and videoconferencing technology-mediated virtual teams - shapes negotiated shared interpretation of ideas needed for shared mental model construction. Social impact theory and group action theory provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development. Social impact theory suggests that team member behavior is affected by 1) influential members, 2) number of members, and 3) proximity. Group action theory proposes that team member behavior is guided by 1) assessment of task requirements, 2) adopted task strategy, and 3) evaluation of task solution. This study argues that technology-mediated collaboration will exhibit lower participation rates and intra-team communication deficiencies while developing a shared mental model of task requirements, strategy and status. Partial least squares analysis revealed that technology-mediated collaboration does impact shared mental model development. Observers noted that decision making effectiveness and timeliness regarding task execution strategy and solution content was facilitated by a shared understanding of the task context. The study also confirmed the utility of direct observation for studying communication behaviors and social interaction in the development of shared mental model and teamwork.

The Influence of Information Technology on Organizational Behavior

This paper attempts to examine the effects of virtual team dimensions on social identities of its members. A review of the literature shows that the geographically dispersed, culturally diverse as well as temporary dimensions of virtual teams do not match with their stability as members have different ethnic, social, or cultural backgrounds. Sources like culture, place, and time seem to continuously acquire social identities. Due to the importance of social identity, an attempt has been made to examine its influence on organizational variables (i.e. job satisfaction, job involvement, job commitment, and organizational citizenship behavior). Questionnaire-based data have been accomplished from 149 members of 44 teams. The hypothesized relationships among the proposed variables are tested via a structural equation model (SEM). Results show that the geographically disperse and culturally diverse variables are negatively related to the social identity as against those of temporary and organizational variables which are related positively.

Measuring Collective Cognition in Online Collaboration Venues

By monitoring online conversations, organizations can receive value from the intellectual activity of their most interested constituents as they engage in problem solving and ideation. However, since intergroup dynamics often hinders people from optimizing collaboration, it should be measured and monitored for quality. Current metrics assess collaborative value solely from the number of collaborators, assuming that differences between individuals can be ignored. This study found that assumption to be wrong by identifying three distinct collaborator segments that strongly differ in the timing of their participation and in the variety of ideas they introduce. Therefore, a new metric is proposed that takes into account the diverse value individuals add. This new measure is correlated with existing measures only in those infrequent situations when collaboration productivity is maximized.

Working Effectively in a Matrix

The complexities of today’s organizations have made it increasingly challenging for leaders to encourage and sustain a culture of cooperation. As organizations become flatter and leaner and people are required to do “more with less,” the key to success is the ability to coordinate decisions and actions across organizational boundaries and gain the support of people who often have competing priorities or conflicting goals. Further, the increasing prevalence of virtual teamwork and widespread use of e-collaboration tools have additional implications for how leaders encourage cooperation and coordinate work. This article explores the critical organizational factors and leadership skills that are required to build a culture of cooperation in today’s highly matrix, and often virtual, organizations.

E-Collaboration Within, Between, and Without Institutions

This paper discusses different ways for the exchange of knowledge in networks - within, between, and without institutions, as well as their implication on networks in economy and society. Network systems based on technologies and architectures of participation offer a new model of online knowledge sharing, cooperation, and collaboration, that are different from the traditional institutional framework. This paper suggests that this model opens new horizons for both companies and non-profit organizations. By developing an e-networked business model, companies can make as much or even more money in the long tail of power low distribution than they were making at the head of the curve in the traditional business model. This opens to everyone the possibility of participating and contributing content, non-profit organization and online communities, including Communities of Practice and online learning communities, which can ensure reaching the “critical mass” of contributors and involvement level that will keep these communities active. This paper concludes with an example illustrating how the ideas discussed could facilitate knowledge exchange in companies, organizations or educational institutions.