Cultural difference and adaptation of communication styles in computer-mediated group brainstorming

Wang, Hao-Chuan; Fussell, Susan R.; Setlock, Leslie D.

doi:10.1145/1518701.1518806

Cited by 76 publications

(63 citation statements)

References 37 publications

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“…Such an approach portrays technology as a culturally neutral stimulus, glossing over the basic concern that different collaboration technologies may be inherently structured so as to facilitate one culture's communication repertoire and impede or disadvantage another's. Wang, Fussell, and Setlock (2009), for example, noted that in mixed-culture subject groups (Americans and Chinese), Chinese subjects increased their level of behavioral responsiveness nearly to that of Americans, suggesting more adaptation by Chinese subjects to "reconcile inconsistent communication styles" (p. 676). Technologies may thus present a compounded disadvantage for certain members of an intercultural collaboration when (1) the technology embeds cultural paradigms incongruent with the culture of those members, and (2) the disadvantaged culture also tends to value adaptation more highly than the other represented cultures.…”

Section: Collaboration Technologies In Global Workmentioning

confidence: 99%

Putting the Global in Global Work: An Intercultural Lens on the Practice of Cross-National Collaboration

Hinds¹,

Liu

Lyon

2011

The Academy of Management Annals

134

112

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Collaboration across national boundaries has become increasingly prevalent over the last decade, yet the management literature remains remarkably unhelpful in answering questions about what happens when people across nations and cultures work closely together. We review the management literature that reports empirical studies of global work and conclude that few of these studies, despite their explicit focus on globally distributed work, meaningfully examine the intercultural aspects of these collaborations. We assume an intercultural lens to understand what gets lost by not examining the global in global work and conclude that the very process by which workers who reside in different countries confront, explore, and resolve cultural differences begs for more clarity. Further, we conclude that a more contextual and dynamic view of culture is necessary to shed light on these processes. We use two examples-social networks and technology use-to illustrate how cultural differences might generate different patterns of behavior, and consider the effect of these potential incompatibilities on global work and workers as they collaborate across national boundaries.

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Section: Collaboration Technologies In Global Workmentioning

confidence: 99%

Putting the Global in Global Work: An Intercultural Lens on the Practice of Cross-National Collaboration

Hinds¹,

Liu

Lyon

2011

The Academy of Management Annals

134

112

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“…Ballagas, Memon, Reiners, & Borchers, 2007;Brewer, Mainwaring, & Dourish, 2008;Hagen, Robertson, Kan, & Sadler, 2005;Mainwaring, Anderson, & Chang, 2004;Williams, Anderson, & Dourish, 2008). A sharp increase in papers about information and communication technologies for development (ICT4D), localization, and crosscultural interactions is evident from 2007 to present (e.g., Diamant, Fussell, & Lo, 2009;Olson & Luo, 2007;Wang, Fussell, & Setlock, 2009;Wyche, Magnus, & Grinter, 2009). Some of this work has challenged taxonomic views of culture, exploring instead the culturally and socially situated experiences and meanings of technology in varying locales (e.g., Irani, Vertesi, Dourish, Philip, & Grinter, 2010;Lindtner, Anderson, & Dourish, 2012;Williams et al, 2008).…”

Section: Prior Methodological Workmentioning

confidence: 99%

Multisited Design: An Analytical Lens for Transnational HCI

Williams¹,

Lindtner

Anderson

2013

Human–Computer Interaction

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In this article, we present and articulate the analytical lens of multisited design to illuminate transnational connections between sites of design, and aid in the translation of knowledge between designers and ethnographers. This position emerges from the authors' respective engagements in ethnographic research and design engagements with a slum community center in Bangkok, Thailand, and with ''makers'' and entrepreneurs in Shanghai and Shenzhen, China. In both cases, we found design to be a site of engagement with and interpretation of wider connections between different locales, and between local and global networks. We identify four crucial aspects of design for the purposes of this discussion: It is normative, concerned with function and the attainment of goals; it is practical, and oriented toward constraints and opportunities; it frames and defines problems concurrently with solving them; and it takes a systems approach that accounts for the broad context of the design situation. Approaching and participating in these aspects of design evolved in concert with our ethnographic fieldwork and analysis, allowing us to take design seriously without sacrificing an ethnographic commitment to nuanced description. We conclude by touching on the epistemological similarities, rather than conflicts, between ethnography and design. /eng/press) is a cofounder of Fabule Fabrications Ltd, a design and hardware startup based in Montréal; her research centers on mobility, tangible interaction, design ethnography, and DIY. Silvia Lindtner (lindtner@ics.uci.edu, www.ics.uci.edu/ lindtner) is a postdoctoral fellow at the University of California, Irvine, and at Fudan University; she studies DIY maker culture, with a focus on its intersections with manufacturing and entrepreneurialism in China, expressions of selfhood and collectivity, and in relation to globalized processes of labor. Ken Anderson (ken.anderson@intel.com) is an iconoclast by nature and a symbolic anthropologist by training; his research has explored the relationship between identity, culture, and technology and recently is focusing on new media, cultural temporalities, and mobilities. Paul Dourish (jpd@ics.uci.edu, www.dourish.com) is a Professor of Informatics in the Donald Bren School of Information and Computer Sciences at University of California, Irvine; his research focuses on understanding information technology as a site of social and cultural production. 78

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“…However, Wang et al (2009) defined culture as "patterns of beliefs and values that are manifested in practices, behaviors, and various artifacts shared by members of an organization or a nation". Culture influences what social norms individuals recognize and what behaviors they believe they should or should not perform.…”

Section: Culturementioning

confidence: 99%

The impact of language barrier and communication style in organizational culture on expatriate’s working performance

Ramlan¹,

Abashah²,

Samah³

et al. 2018

10.5267/j.msl

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This research explores the impact of organizational culture on expatriate's working performance at Universiti Malaysia Perlis. The factors that affect expatriate's job performance are important in enabling expatriates to acquire essential competencies that allow them to complete their tasks in workplace. This research was a survey (questionnaires) method. Data were gathered from 150 respondents consist of expatriates who were academicians and non-academician of legal age 18 and above on random basis from several academic schools in UniMAP. The analysis of the study uses Microsoft Excel and Statistical Package for Social Sciences (SPSS) Software Version 16.0. The data were analyzed using descriptive analysis and multiple regression analysis. According to the results presented, language barriers and communication style were found to have significant effects on expatriate's working performance. Therefore, from the results of two hypotheses tested there are meaningful relationships between language barriers and communication style toward expatriates working performance at Universiti Malaysia Perlis. This research has accumulated an empirical knowledge base which concentrates on coping behaviors for foreign staffs in higher education institution contexts. The findings of this research will help the management of UniMAP understand the impact of organizational culture's factors on expatriates working performance. The results of the present study showed that it could set up the right organizational culture and ultimately further improve the organization performance.

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Cultural difference and adaptation of communication styles in computer-mediated group brainstorming

Cited by 76 publications

References 37 publications

Putting the Global in Global Work: An Intercultural Lens on the Practice of Cross-National Collaboration

Putting the Global in Global Work: An Intercultural Lens on the Practice of Cross-National Collaboration

Multisited Design: An Analytical Lens for Transnational HCI

The impact of language barrier and communication style in organizational culture on expatriate’s working performance

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