The Interplay of Work Group Structures and Computer Support

Abstract

When members of task groups communicate through computers instead of traditional means, much about the group could change: group structure, intensity of communication, interaction across physical barriers, and the work process. This chapter probes these issues by reviewing a year-long field experiment among active workers and retirees planning a company's retirement policy. The study shows many effects of computer communication. Among other findings, the study shows that computer communication can help reduce barriers to social interaction in distributed work groups and can broaden leadership roles. How are task groups affected, if at all, by access to computer-based communication capabilities in addition to conventional communication media? What happens when the infrastructure for shared work is built on cables, microprocessors, and screens along with corridors, meeting rooms, and blackboards? How, if at all, does networked information technology affect group structures and interaction processes

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Document Details

Document Type
Technical Report
Publication Date
Jan 01, 1990
Accession Number
ADA256803

Entities

People

  • J. D. Eveland
  • Tora K. Bikson

Organizations

  • RAND Corporation

Tags

Communities of Interest

  • Autonomy
  • Biomedical
  • Energy and Power Technologies

DTIC Thesaurus Topics

  • Case Studies
  • Cognitive Science
  • Computer Communications
  • Computer Networks
  • Computer Programming
  • Computers
  • Electronic Mail
  • Electronic Messaging
  • Information Processing
  • Information Science
  • Information Systems
  • Mainframe Computers
  • Multiagent Systems
  • Personal Computers
  • Task Forces
  • Teamwork
  • Video Games

Readers

  • Database Systems and Applications
  • Systems Analysis and Design
  • Team-Based Human-Centered Cognitive Task Decision Making and Information Performance.