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Wednesday, December 22, 2004

Abstracts
"Special Issue on Virtual Organizations"
Journal of Computer-Mediated Communication
Volume 3 Issue 4     June, 1998

Coordination and Virtualization: The Role of Electronic Networks and Personal Relationships Robert Kraut Carnegie Mellon University Charles Steinfield Michigan State University Alice Chan Cornell University Brian Butler Carnegie Mellon University Anne Hoag Pennsylvania State University       One view holds that organizations are virtual to the extent that they outsource key components of their production processes, and that electronic networks make it easier to do this. The goal of the present paper is to examine explicitly the effects that use of electronic networks for transactions with suppliers has on firms' degree of virtualization. In so doing, we also highlight factors that influence the use of networks for coordination with suppliers, and the impact such use has on coordination success. Contrary to much recent speculation, the use of electronic networks for transactions was not associated with increased outsourcing, but rather greater dependence on internal production. Moreover, the use of interpersonal relationships for coordination, which can be thought of as an alternative to electronic network use, was positively associated with greater network use. Surprisingly, use of electronic networks was negatively associated with such outcomes as order quality and efficiency, and satisfaction with suppliers, while more reliance on personal linkages was associated with better outcomes and mitigated the negative consequence of using electronic networks. Network Structure in Virtual Organizations Manju K. Ahuja Florida State University Kathleen M. Carley Carnegie Mellon University       Virtual organizations that use email to communicate and coordinate their work toward a common goal are becoming ubiquitous. However, little is known about how these organizations work. Much prior research suggests that virtual organizations, for the most part because they use information technology to communicate, will be decentralized and non-hierarchical. This paper examines the behavior of one such organization. The analysis is based on a case study of the communication structure and content of communications among members of a virtual organization during a four-month period. We empirically measure the structure of a virtual organization and find evidence of hierarchy. The findings imply that the communication structure of a virtual organization may exhibit different properties on different dimensions of structure. We also examine the relationship among task routineness, organizational structure, and performance. Results indicate that the fit between structure and task routineness affects the perception of performance, but may not affect the actual performance of the organization. Thus, this virtual organization is similar to traditional organizations in some ways and dissimilar in other ways. It was similar to traditional organizations in so far as task-structure fit predicted perceived performance. However, it was dissimilar to traditional organizations in so far as fit did not predict objective performance. To the extent that the virtual organizations may be similar to traditional organizations, existing theories can be expanded to study the structure and perceived performance of virtual organizations. New theories may need to be developed to explain objective performance in virtual organizations. A Self-Efficacy Theory Explanation for the Management of Remote Workers in Virtual Organizations D. Sandy Staples University of Melbourne John S. Hulland University of Western Ontario Christopher A. Higgins University of Western Ontario       The current study is a first step in investigating how virtual organizations can manage remote employees effectively. The research used self-efficacy theory to build a model that predicts relationships between antecedents to employees' remote work self-efficacy assessments and their behavioral and attitudinal consequences. The model was tested using responses from 376 remotely-managed employees in 18 diverse organizations. Overall, the results indicated that remote employees' self-efficacy assessments play a critical role in influencing their remote work effectiveness, perceived productivity, job satisfaction and ability to cope. Furthermore, strong relationships were observed between employees' remote work self-efficacy judgments and several antecedents, including remote work experience and training, best practices modeling by management, computer anxiety, and IT capabilities. Because many of these antecedents can be controlled managerially, these findings suggest important ways in which a remote employee's work performance can be enhanced, through the intermediary effect of improved remote work self-efficacy. The current study also provides a basis for future research in the remote work area through its development and testing of a remote management framework. Communication and Trust in Global Virtual Teams   Sirkka L. Jarvenpaa The University of Texas at Austin Dorothy E. Leidner INSEAD       This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer mediated communication. The results suggest that global virtual teams may experience a form of 'swift' trust but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams. Communication Patterns as Determinants of Organizational Identification in a Virtual Organization Batia M. Wiesenfeld New York University Sumita Raghuram Fordham University Raghu Garud New York University       Recent advances in information technologies provide employees the freedom to work from any place and at any time. Such temporal and spatial dispersion, however, threatens the very meaning of firms. This paper suggests that organizational identification may be the critical glue linking virtual workers and their organizations. It explores the role that information technologies play in the creation and maintenance of a common identity among decoupled organization members. Risk Mitigation in Virtual Organizations Martha Grabowski Le Moyne College and Rensselaer Polytechnic Institute Karlene H. Roberts University of California, Berkeley Raghu Garud New York University       This paper examines the problem of risk mitigation in virtual organizations (VO's). It begins by discussing risk propensity in virtual organizations, and draws on a variety of research to suggest processes important in obtaining high levels of reliable performance in VO's. From this research we identify four processes we think are important: organizational structuring and design, communication, culture, and trust. Based on existing research done in conventional and high reliability organizations, we suggest how these processes may enhance reliability in VO's. We discuss how thoughtful management of these attributes can mitigate risk, and conclude with a theoretical and research agenda for future work. Communication Processes in Virtual Organizations Gerardine DeSanctis Duke University Peter Monge University of Southern California       Communication is fundamental to any form of organizing but is preeminent in virtual organizations. Virtual organizations are characterized by (a) highly dynamic processes, (b) contractual relationships among entities, (c) edgeless, permeable boundaries, and (d) reconfigurable structures. Relative to more traditional settings, communication processes that occur in virtual contexts are expected to be rapid, customized, temporary, greater in volume, more formal, and more relationship-based. To glean insight into communication processes for virtual organizations, we draw on the rich body of literature on synchronous and asynchronous electronic organizational communication. The vast set of empirical findings regarding mediated communication can foreshadow how communication will change as firms "go virtual." Six areas of electronic communication research provide implications for the major aspects of virtual organization design: (1) communication volume and efficiency, (2) message understanding, (3) virtual tasks, (4) lateral communication, (5) norms of technology use, and (6) evolutionary effects.