Gestaltung internetbasierter kollaborativer Team- und Projektarbeit

Klötzer, Stefan; Hardwig, Thomas; Boos, Margarete

doi:10.1007/s11612-017-0385-3

Cited by 6 publications

(7 citation statements)

References 4 publications

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“…Although true at the time, there has been a proliferation of different ICTs since then; as such, it may not be stable currently. Unlike in the past, now team members can use different ICTs for the same purpose (Klötzer, Hardwig, & Boos, 2017). Thus, ICT SMM are an example of the technology/ equipment SMM that is worth to look at for team functioning (Müller & Antoni, 2019).…”

Section: Ict Smmmentioning

confidence: 99%

Individual perceptions of shared mental models of information and communication technology (ICT) and virtual team coordination and performance—The moderating role of flexibility in ICT use.

Müller

Antoni

2020

Group Dynamics: Theory, Research, and Practice

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Coordination and performance of virtual teams depend on the use of information and communication technology (ICT). Team members use many ICTs to collaborate with each other. Research has shown that shared mental models (SMM) improve team coordination and performance. Based on these results, we expect that for virtual teams, ICT SMM are positively related to team coordination and performance. Specifically, the relationship between ICT SMM and coordination is stronger if virtual team members have less flexibility in ICT use. We expect that ICT SMM explain incremental variance of team coordination and performance beyond teamwork and taskwork SMM. One hundred forty-one employees of two IT companies working in 31 virtual teams participated. Results of multilevel model analyses supported the positive relation between individual perceptions of ICT SMM and team coordination and performance, but not for objective ICT SMM. Results of analyses with aggregated team data indicate the same direction. Results showed that individual perceptions of ICT SMM explained incremental variance of team coordination beyond individual perceptions of teamwork and taskwork SMM. The relation between individual perceptions of ICT SMM and team coordination was moderated by flexibility in ICT use. Individual perceptions of ICT SMM seem to be relevant for virtual teamwork. Longitudinal and experimental studies exploring the differential causal effects of SMM subtypes on team coordination and performance seem to be promising. Highlights and Implications• ICT SMM seem to be another SMM subtype besides teamwork and taskwork SMM that is relevant in virtual teams and should be considered in future research. • Individual perceptions of ICT SMM have an incremental value for virtual team coordination beyond individual perceptions of teamwork and taskwork SMM. • Individual perceptions of ICT SMM are more important for team coordination if team members have less flexibility in their ICT use. • In virtual teams, organizations and team leaders should ensure that team members have a common understanding of their ICT use for successful team coordination and performance.

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Section: Ict Smmmentioning

confidence: 99%

Individual perceptions of shared mental models of information and communication technology (ICT) and virtual team coordination and performance—The moderating role of flexibility in ICT use.

Müller

Antoni

2020

Group Dynamics: Theory, Research, and Practice

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“…The research and development project CollaboTeam created a practical model that provides practitioners with a framework for the implementation of collaborative applications and work design (Klö tzer et al, 2017). The framework is based on a study on collaboration (Stoller-Schai, 2003), research about adoption challenges (Greeven and Williams, 2017;Schubert and Williams, 2012) and studies about collaborative applications (see: Klö tzer et al, 2017). It contains a model with 12 fields of action on 3 levels (technology, methodology, strategy).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Thus, for practitioners in SMEs struggling with the above issues, it would be helpful to reduce the complexity of their change process and get a clear orientation on how to combine the design of information and work systems with human resource management and organisational development practice. The research and development project CollaboTeam created a practical model that provides practitioners with a framework for the implementation of collaborative applications and work design (Klö tzer et al, 2017). The framework is based on a study on collaboration (Stoller-Schai, 2003), research about adoption challenges (Greeven and Williams, 2017;Schubert and Williams, 2012) and studies about collaborative applications (see: Klö tzer et al, 2017).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…In the literature, various terms are used for this subject of research: enterprise social networks (Rossmann et al, 2016), enterprise social media (Archer-Brown and Kietzmann, 2018), enterprise 2.0 (McAfee, 2009;Alberghini et al, 2013), emergent social software platforms (McAfee, 2009), social software (Raeth et al, 2010), collaborative software resp. applications (Schubert and Williams, 2012;Klö tzer et al, 2017), enterprise collaboration systems (Cardon and Marshall, 2015;Nitschke and Williams, 2018), team communication platforms (Anders, 2016) or unified communication and collaboration technology (Silic and Back, 2016). This variety of terms reflects both the rapid development in the field and the different perspectives from which the subject is viewed.…”

Section: Introductionmentioning

confidence: 99%

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Software-supported collaboration in small- and medium-sized enterprises

Hardwig

Klötzer

Boos

2019

MBE

Self Cite

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Purpose This paper aims to understand the current state and challenges of deploying collaborative applications in small- and medium-sized enterprises (SMEs) in Germany. Design/methodology/approach A survey of 101 SMEs in Germany showed how intensively collaborative applications are used today and the positive and negative effects associated with their use. Analyses proved correlations between the use of collaborative applications, the need for cooperation within SMEs and the effects and benefits of their use. Findings The company representatives surveyed reported a positive balance of their pro and con experiences with collaborative applications. The use of collaborative applications closely interacts with work-related demands: the more complex the requirements of joint action, the broader the benefits and challenges are of their use. The data also revealed three gaps between demand of cooperation and use of specific applications, supporting the argument that implementation of collaborative applications is challenging for SMEs. A successful use requires major changes in work systems and culture of the company. Research limitations/implications The data of the survey are not representative of the population of SMEs in Germany. Originality/value These empirical findings contribute a unique as well as substantive view of today’s state of digitalisation of project communication and management within SMEs, specifically their deployment of collaborative software.

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“…In practice, ICT use within virtual teams often results in chaos and in ineffective communication and collaboration. Team members often use too many ICTs with overlapping features, use different ICTs for the same purpose, have to document information in several ICTs redundantly and have to wait long times for response in an ICT, whereas the response is received in another ICT (Klötzer et al , 2017). The content of ICT SMM, i.e.…”

Section: Integrating Shared Mental Models Of Information and Communication Technology Into Shared Mental Model Researchmentioning

confidence: 99%

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

Müller

Antoni

2020

TPM

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Purpose Virtual teams are on the rise and many companies are implementing them to compete for the most talented experts. However, the use of information and communication technology (ICT), on which virtual teams depend, often ends in communication chaos. Research has shown that shared mental models (SMM), which are knowledge structures on team level, enhance team communication. In teams, which use ICTs, shared mental models of ICTs (ICT SMM) seem to be important. However, few studies that investigated ICT SMM have used different measurements that restrict their generalization. The purpose of this study is to define ICT SMM as well as develop and validate an ICT SMM scale. Design/methodology/approach This study used a cross-sectional questionnaire in two different samples (N1 = 117 students and N2 = 165 employees). Findings The results of item and factor analyses indicated that ICT SMM contain at least two facets, ICT functionalities and task-specific ICT use and are distinct from teamwork, taskwork and temporal SMM. The ICT SMM scale reached good validity and reliability. On an individual level, ICT SMM were positively associated with perceived team performance and coordination and negatively with ineffective communication, workload and frustration. Research limitations/implications Future research using teams as sample to validate the ICT SMM scale seems to be promising. Originality/value To the best of authors’ knowledge, this is the first study that developed and validated a rating scale to measure SMM of ICT in different samples.

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Gestaltung internetbasierter kollaborativer Team- und Projektarbeit

Cited by 6 publications

References 4 publications

Individual perceptions of shared mental models of information and communication technology (ICT) and virtual team coordination and performance—The moderating role of flexibility in ICT use.

Individual perceptions of shared mental models of information and communication technology (ICT) and virtual team coordination and performance—The moderating role of flexibility in ICT use.

Software-supported collaboration in small- and medium-sized enterprises

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

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