Scale development and validation of shared mental models of information and communication technology (ICT SMM)

D. Kassim AA. Determinants of instant messenger (IM) adoption and its effect on team performance: Mediating role of knowledge creation and quality communication

Computer-mediated communication has dramatically transformed the human communication landscape by enhancing speed, content and social presence. The world has been experiencing a sharp decline in using email and phone calls due to organizations' rapid adoption of instant messenger (IM) for their day-to-day communication with their stakeholders. Moreover, the world has been experiencing a sharp decline in using email and phone calls since the beginning of the IM era. Hence, the aim of this study is to comprehend the IM adoption process through the lens of three theories. A structured questionnaire was developed to collect data from the organizations and test hypotheses using consistent PLS-SEM (PLSc) in SMART PLS combined with bootstrapping. The results indicated that parallelism is the most dominating factor explaining IM adoption in organizations followed by transmission velocity, rehearsability and symbol set. The findings of this study also confirmed that team performance is not influenced by communication but by the quality of the communication and the level of knowledge within the group that can create using instant messenger. Indeed, this empirical study is one of the limited investigations that combine three theories to explain the IM adoption process and its effect on team performance. Moreover, this study contributes both theoretically and practically to comprehending the adoption process of IM. Lastly, this study reconfirmed the importance of Media Synchronicity Theory (MST) and Social Presence Theory (SPT) in predicting IM adoption; and the findings of this research extended the applications of the Adaptive Structuration Theory (AST) from the IM perspective, which is, indeed, rare. Finally, this study provides a great foundation for managers to understand the importance of IM in their day-to-day communication systems.

Can performance of modern virtual teams measure up to co-located teams?

Purpose

Global virtual teams are omnipresent entities within the majority of international companies. Ongoing research debate presents multiple open questions on the impact of virtuality. Especially whether virtual teams can be as effective as their co-located counterparts. This paper aims to address the performance aspects of fully and semi-virtual in comparison with co-located teams.

Design/methodology/approach

This paper presents quantitative research based on computer logged data sets tracking the behaviour of individuals in multiple virtual, semi-virtual and co-located teams. The analysis features a comparison of key performance indicators and evaluates teamwork results while putting the observations into the context of virtual organisational behaviour.

Findings

Findings based on a sample of 42,168 work items from 48 teams of various virtuality levels show that co-located teams still outperform the virtual ones despite technological advances. This comes as an important reminder and practical implication during times of rapid shift towards virtual work in recent years.

Originality/value

Drawn conclusions are valuable, mainly due to the nature of data set extraction (unbiased and error-free source) from a real business environment with a unique combination of various cross-cultural compositions. The sample includes teams from the same company working on similar tasks, allowing control for many factors limiting previously published papers on virtual team performance.

Effects of ICT Shared Mental Models on Team Processes and Outcomes

Although existing studies have shown that shared mental models of information and communication technology (ICT shared mental models) are related to better computer-mediated teamwork, causal effects on team processes and outcomes remain unclear. This study analyzes the effects of ICT shared mental models on team effectiveness indicators via ICT use and team communication. Results based on 69 three-person teams show that manipulated ICT shared mental models significantly influence team performance, coordination effectiveness, and affective team commitment, partially mediated by consistent ICT use in a team and team communication. Study results extend findings on antecedents, mechanisms, and effects of ICT shared mental models.