Interactive Communication Technologies in Business Organizations

Rogers, Everett M.; Allbritton, Marcel

doi:10.1177/002194369503200206

Cited by 60 publications

(29 citation statements)

References 12 publications

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“…Research on both virtual teams and global teams indicates that team members face very different challenges from their counterparts in traditional teams. They are more likely to experience information overload, social isolation and uneven power distributions -domination of certain group members over others -within the team (Rogers & Albritton, 1995). Seemingly, this last observation challenges the notion that information and communication technology usage actually diminishes reliance upon organizational hierarchy and levels power-distance relations between members.…”

Section: Lessons Learnedmentioning

confidence: 96%

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

2004

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A new impetus for greater knowledge-sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as 'global virtual teams'. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology-facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge-sharing culture within a global virtual team rests on the existence (and maintenance) of intra-team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross-cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally-diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.technologies are only as effective as those using them. Even though information and communication technologies impact knowledge sharing, team coherence and performance, it is the human component in the virtual environment and the interactive relational bonds that facilitate or hinder the development of a shared knowledge culture and organizational learning.In a virtual computer-mediated communication environment, global virtual teams rely on information and communication technology usage to facilitate knowledge exchange, transfer and sharing. Nonetheless, creating a knowledge-based environment requires more than information and communication technology; it requires other crucial elements such as intra-team trust and intra-team relational bonds, leadership, intercultural communication competence, and cross-cultural training that foster a collaborative interactive permissive space (albeit a virtual one) where global WORKING TOGETHER APART? 15

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Section: Lessons Learnedmentioning

confidence: 96%

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

2004

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“…However, significant changes and developments in the digital era have changed the practice of marketing communications (Schultz and Schultz 1998). The ways companies communicate with target groups have changed significantly, and marketers are searching for new ways to reach consumers through interactive online activities in cyberspace (Rogers and Allbritton 1995). Therefore, social media, an emerging product of the Web 2.0, have become an important platform, enabling companies to engage with customers and other stakeholders (Hanna, Rohm and Crittenden 2011;Mangold and Faulds 2009;Constantinides and Fountain 2008).…”

Section: Ad-restrictions For Alcohol Products: Global and Turkish Expmentioning

confidence: 99%

New opportunities in social media for ad-restricted alcohol products: The case of ‘Yeni Rakı’

Uzunoğlu

Öksüz

2012

Journal of Marketing Communications

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“…A consistência entre tecnologia e cultura requer que as empresas analisem a percepção por parte dos utilizadores da compatibilidade das tecnologias com os valores, necessidades e experiências passadas na organização. Por outro lado, devem avaliar a vantagem relativa que a nova tecnologia traz para a empresa, bem assim como a sua complexidade em termos do grau de dificuldade na sua utilização (Rogers e Allbritton, 1995).…”

Section: Motivos Para a Adoção De Tecnologiasunclassified

Motivos Da Adoção De Tecnologias Pelas Micro E Pequenas Empresas Distribuidoras De Produtos Alimentares

Eiriz¹,

Barbosa²,

Ferreira³

2016

Revista Brasileira de Gestão e Inovação

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ResumoEste artigo tem como objetivo identificar os motivos da adoção de tecnologias pelas micro e pequenas empresas distribuidoras de produtos alimentares em Portugal. Utilizou-se a técnica do inquérito por questionário como método de recolha de dados, sendo a amostra constituída por 92 empresas. As empresas foram inquiridas para o período entre 2010 e 2014. Os resultados sugerem que estas empresas não adotam tecnologias de forma planejada. A adoção de tecnologias acontece em função do crescimento da empresa, do alargamento de produtos e serviços oferecidos, e como resposta à concorrência ou por imposição do Governo ou influência dos clientes. Contudo, para a maioria das tecnologias adotadas não foi possível identificar uma motivação específica. Palavras-chave: Adoção de Tecnologias; Micro e pequenas empresas; Distribuição; Produtos alimentares; Portugal. AbstractThis article aims to identify the reasons for the adoption of technologies by micro and small food distribution firms in Portugal. The questionnaire survey technique was used as the method of data collection, and the sample consisted of 92 firms. Firms were surveyed for the period between 2010 and 2014. The results suggest that these firms do not adopt technologies in a planned way. The adoption of technologies is due to the growth of the firm, the expansion of products and services offered, and in response to competition or government imposition or influence of customers. However, for most of the technologies adopted it was not possible to identify a specific motivation.

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Interactive Communication Technologies in Business Organizations

Cited by 60 publications

References 12 publications

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

New opportunities in social media for ad-restricted alcohol products: The case of ‘Yeni Rakı’

Motivos Da Adoção De Tecnologias Pelas Micro E Pequenas Empresas Distribuidoras De Produtos Alimentares

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