Group and Interpersonal Effects in International Computer-Mediated Collaboration

Drawing on two recent theories, this article proposes interaction hypotheses involving the joint effects of salient group versus individual identity and long-term versus short-term group membership on the social, interpersonal, and intellectual responses of group members collaborating via computer-mediated communication. Participants from institutions in two countries used computer-mediated communication under various conditions. Results indicate that some conditions of computer-mediated communication use by geographically dispersed partners render effects systematically superior to those obtained in other mediated conditions and greater or lesser than effects obtained through face-to-face interaction.     

Computer-Mediated Communication and Group Decision Making: A Meta-Analysis

A meta-analysis of research comparing decision making in face-to-face versus computer-mediated communication groups was conducted. Results suggest that computer-mediated communication leads to decreases in group effectiveness, increases in time required to complete tasks and decreases in member satisfaction compared to face-to-face groups. All of the moderators tested (anonymity in the group process, limited versus unlimited time to reach decisions, group size, and task type) were significant for at least one of the dependent variables. The article concludes with cautions about the unbridled rush by organizations to adopt computer-mediated communication as a medium for group decision making and implications of the present findings for theory and research on computer-mediated communication and group decision making.     

Anticipated Ongoing Interaction Versus Channel Effects on Relational Communication in Computer-Mediated Interaction

Previous research on the interpersonal tone of computer-mediated communication shows different effects using longitudinal computer-mediated groups than are found in research using one-shot groups, even before the developmental aspects associated with time can accrue. One factor distinguishing these approaches is the anticipation of future interaction experienced by longitudinal groups. This research reports an experiment assessing the relative effects of anticipated future interaction and different communication media (computer-mediated versus face-to-face communication) on the communication of relational intimacy and composure. Asynchronous and synchronous computer conferencing and face-to-face groups were examined. Results show that the assignment of long-term versus short-term partnerships has a larger impact on anticipated future interaction reported by computer-mediated, rather than face-to-face, partners. Evidence also shows that anticipation is a more potent predictor of several relational communication dimensions than is communication condition. Implications for theory and practice are identified.     

Relational Communication in Computer-Mediated Interaction

This study involved an experiment of the effects of time and communication channel—asynchronous computer conferencing versus face-to-face meetings—on relational communication in groups. Prior research on the relational aspects of computer-mediated communication has suggested strong depersonalizing effects of the medium due to the absence of nonverbal cues. Past research is criticized for failing to incorporate temporal and developmental perspectives on information processing and relational development. In this study, data were collected from 96 subjects assigned to computer conferencing or face-to-face zero-history groups of 3, who completed three tasks over several weeks’time. Results showed that computer-mediated groups increased in several relational dimensions to more positive levels and that these subsequent levels approximated those of face-to-face groups. Boundaries on the predominant theories of computer-mediated communication are recommended, and principles from uncertainty reduction and social penetration are discussed.     

All in due time: The development of trust in computer-mediated and face-to-face teams

This study examines the development of trust and cooperation in computer-mediated and face-to-face teams. Fifty-two, three-person teams worked on a mixed-motive task over a 3-week period using computer-mediated or face-to-face interaction. Results showed that trust started lower in computer-mediated teams but increased to levels comparable to those in face-to-face teams over time. Furthermore, this pattern of results also held for teams that switched from face-to-face to electronic media and vice versa. Content analysis showed that high levels of inflammatory remarks were associated with slow trust development in computer-mediated teams. The results challenge prevailing assumptions about how trust develops in distributed teams and suggest modifications to established theories of computer-mediated communication.     

Information Suppression and Status Persistence in Group Decision Making The Effects of Communication Media

This experiment investigated the conditions under which a member with information critical for making the best group decision will positively influence the group's final choice. The impact of two factors on group decision quality, information exchange, and perceptions of influence was examined: (a) status differences among members (equal-status vs. mixed-status groups) and (b) communication media (face-to-face vs. computer-mediated communication). Three-person groups were composed such that the critical information required to make the best decision was given only to the low-status member in the mixed-status groups and randomly assigned to one member in the equal-status groups. The results indicated that the mixed-status groups made poorer decisions and made fewer references to critical information than equal-status groups, regardless of the communication medium. Computer-mediated communication suppressed information exchange and the perceived influence of group members, suggesting that the relation between status and communication media is more complex than proposed in past research.     

Judgment Accuracy and Outcomes in Negotiation: A Causal Modeling Analysis of Decision-Aiding Effects

This study examines how interaction structure (no formal structure versus modified Nominal Group Technique) and communication channels (face-to-face versus computer-mediated) affect negotiation performance by changing negotiation judgment accuracy. Participants assumed the role of a selling division manager or one of two buying division managers and completed an intra-organizational transfer pricing negotiation task in groups of three members each. In half of all groups, members interacted freely without any formal structure; in the other half, members interacted using a two-step, modified Nominal Group Technique. Within each of these two conditions, half the groups met directly and communicated face-to-face; in the other half, members were physically isolated and communicated with the aid of a simultaneous electronic-messaging facility. Results showed that unstructured groups and computer-mediated groups had lower judgment accuracy, obtained lower outcomes, and distributed resources more unequally than structured groups and face-to-face groups, respectively. Further analyses using causal modeling revealed that judgment accuracy played a significant role in determining negotiation outcomes. Specifically, negotiation structure caused increases in both individual and group profits and decreases in inequality of resource distribution by reducing fixed-sum error. Computer-mediated communication increased both fixed-sum error and incompatibility error and these increases explained the effects of communication medium on resource distribution. However, changes in fixed-sum error only partially explained the effects of communication medium on individual and group profits. Changes in incompatibility error did not explain any of the effects of communication medium on profits. These results are discussed in terms of implications for the design and implementation of decision aids for small group negotiation.     

When does the medium matter? Knowledge-building experiences and opportunities in decision-making teams

The purpose of this investigation was to examine whether temporal scope—the extent to which teams have a past or expect to have a future together—affects face-to-face and computer-mediated teams’ ability to communicate effectively and make high quality decisions. Results indicated that media differences existed for teams lacking a history, with face-to-face teams exhibiting higher openness/trust and information sharing than computer-mediated teams. However, computer-mediated teams with a history were able to eliminate these differences. These findings did not extend to team-member exchange (TMX). Although face-to-face teams exhibited higher TMX compared to computer-mediated teams, the interaction of temporal scope and communication media was not significant. In addition, openness/trust and TMX were positively associated with decision-making effectiveness when task interdependence was high, but were unrelated to decision-making effectiveness when task interdependence was low.     

Decision Accuracy in Computer-Mediated versus Face-to-Face Decision-Making Teams

Changes in the way organizations are structured and advances in communication technologies are two factors that have altered the conditions under which group decisions are made. Decisions are increasingly made by teams that have a hierarchical structure and whose members have different areas of expertise. In addition, many decisions are no longer made via strictly face-to-face interaction. The present study examines the effects of two modes of communication (face-to-face or computer-mediated) on the accuracy of teams' decisions. The teams are characterized by a hierarchical structure and their members differ in expertise consistent with the framework outlined in the Multilevel Theory of team decision making presented by Hollenbeck, Ilgen, Sego, Hedlund, Major, and Phillips (1995). Sixty-four four-person teams worked for 3 h on a computer simulation interacting either face-to-face (FtF) or over a computer network. The communication mode had mixed effects on team processes in that members of FtF teams were better informed and made recommendations that were more predictive of the correct team decision, but leaders of CM teams were better able to differentiate staff members on the quality of their decisions. Controlling for the negative impact of FtF communication on staff member differentiation increased the beneficial effect of the FtF mode on overall decision making accuracy.     

Effectiveness of Positive Hypothesis Testing for Cooperative Groups

In a rule induction problem positive hypothesis tests select evidence that the tester expects to be an example of the correct rule if the hypothesis is correct, whereas negative hypothesis tests select evidence that the tester expects to be a nonexample if the hypothesis is correct. We extend previous analyses of the effectiveness of positive and negative tests for ambiguous verification or conclusive falsification of hypotheses by emphasizing the importance of examples following positive or negative tests. Cooperative four-person groups solved rule induction problems from a single known example of the correct rule by proposing hypotheses and selecting evidence on each of four arrays on a series of trials. There were more examples following positive tests than negative tests. The transition probability from an incorrect hypothesis on trialtto the correct hypothesis on trialt+ 1 was higher for positive tests than for negative tests, higher for positive tests followed by examples than positive tests followed by nonexamples, and higher for negative tests followed by examples than negative tests followed by nonexamples. Once the group proposed the correct hypothesis on trialtthey were highly likely to continue to propose the correct hypothesis on trialt+ 1.     

Dual processes,evolution and rationality

In three experiments we tested hypotheses derived from the goal specificity literature using a real-world physics task. In the balance-scale paradigm participants predict the state of the apparatus based on a configuration of weights at various distances from the fulcrum. Non-specific goals (NSG) have been shown to encourage hypothesis testing, which facilitates rule discovery, whereas specific goals (SG) do not. We showed that this goal specificity effect depends on task difficulty. The NSG strategy led to rule induction among some participants. Among non-discoverers, SG participants were faster and more accurate on difficult problems than NSG participants. The use of misleading exemplars (scale configurations that obscured the rule governing outcomes) led to fixation on inappropriate hypotheses for NSG but not SG participants. When more diagnostic learning exemplars were used, NSG non-discoverers still performed worse than SG participants on difficult problems. SG participants also outperformed NSG participants on a post-test of difficult problems. These findings qualify the generality of goal specificity effects.     

Computer-mediated communication and time pressure induce higher cardiovascular responses in the preparatory and execution phases of cooperative tasks

The cardiovascular (CV) response to social challenge and stress is associated with the etiology of cardiovascular diseases. New ways of communication, time pressure and different types of information are common in our society. In this study, the cardiovascular response to two different tasks (open vs. closed information) was examined employing different communication channels (computer-mediated vs. face-to-face) and with different pace control (self vs. external). Our results indicate that there was a higher CV response in the computer-mediated condition, on the closed information task and in the externally paced condition. These role of these factors should be considered when studying the consequences of social stress and their underlying mechanisms.     

Computer-mediated communication and interpersonal attraction: an experimental test of two explanatory hypotheses.

The aims of this study were (a) to investigate the influence of computer-mediated communication (CMC) on interpersonal attraction and (b) to examine two underlying processes in the CMC-interpersonal attraction relationship. We identified two variables that may mediate the influence of CMC on interpersonal attraction: self-disclosure and direct questioning. Focusing on these potential mediating variables, we tested two explanatory hypotheses: the CMC-induced direct questioning hypothesis and the CMC-induced self-disclosure hypothesis. Eighty-one cross-sex dyads were randomly assigned to one of three experimental conditions: text-only CMC, visual CMC, and face-to-face communication. We did not find a direct effect of CMC on interpersonal attraction. However, we did find two positive indirect effects of text-only CMC on interpersonal attraction: text-only CMC stimulated both self-disclosure and direct questioning, both of which in turn enhanced interpersonal attraction. Results are discussed in light of uncertainty reduction theory and CMC theories.     

Positive and Negative Hypothesis Testing by Cooperative Groups

In a rule induction problem positive hypothesis tests select evidence that the tester expects to be an example of the correct rule if the hypothesis is correct, whereas negative hypothesis tests select evidence that the tester expects to be a nonexample if the hypothesis is correct. Previous research indicates the general effectiveness of a positive test strategy for individuals, but there has been very little research with cooperative groups. We extend the analysis of Klayman and Ha (Psychological Review, 1987) of ambiguous verification or conclusive falsification of five possible types of hypotheses by positive and negative tests by emphasizing the importance of further examples following hypothesis tests. In two experiments four-person cooperative groups solved rule induction problems by proposing a hypothesis and selecting evidence to test the hypothesis on each of four arrays on each trial. In different conditions the groups were instructed to use different combinations of positive and negative tests on the four arrays. Positive tests were more likely to lead to further examples than negative tests, and the proportion of correct hypotheses corresponded to the proportion of positive tests, in both experiments. We suggest that positive tests are more effective than negative hypothesis tests in generating further evidence, and thus in inducing the correct rule, in experimental rule induction tasks with a criterion of certainty imposed by the researcher.     

Brainstorming and task performance in groups constrained by evidence

Group brainstorming is usually considered a task of divergent thinking, and the ideas produced in most research on brainstorming are counted and scored for creativity but put to no further use. We studied brainstorming by embedding it in a rule induction task that initially requires divergent thinking but increasingly requires convergent thinking as evidence accumulates across trials. We also tested whether brainstorming facilitated performance on the induction task itself. The experimental design was a 2 (nominal or interacting groups) × 3 (brainstorming early in the task, late in the task, or none) factorial. For brainstorming performance, nominal groups of 4 individuals outperformed face-to-face groups of 4 individuals. But as predicted from an analysis of the effects of constraining hypotheses by evidence, the advantage for nominal groups declined when brainstorming took place late in the task where there was a large amount of accumulated evidence to consider. Brainstorming did not generally affect performance on the induction task, although early group brainstorming resulted in more correct hypotheses than late group brainstorming. Group brainstorming was perceived as more effective than individual brainstorming by both interacting and nominal group members, a finding that extends the illusion of group productivity in brainstorming to tasks of convergent thinking.     

Organizational context and face-to-face interaction: Influences on the development of trust and collaborative behaviors in computer-mediated groups

Using adaptive structuration theory as a framework [DeSanctis, G., & Poole, M. S. (1994). Capturing the complexity in advanced technology use: Adaptive structuration theory. Organization Science, 5(2), 121–147], we examined the influence of organizational context (competitive versus cooperative) and introductory meeting communication medium (face-to-face versus electronic) on the development of trust and collaborative behaviors of dyads communicating electronically. Based on a sample of 208 senior business students operating in computer-mediated (CM) dyads while performing a strategic decision-making simulation, we found that context, introductory communication medium, and time interacted to influence trust and collaborative behaviors. The pattern of development of trust and collaborative behaviors differed for the same introductory communication medium in different context conditions. Further, the level of trust and collaboration for dyad members in the competitive/electronic introductory meeting condition lagged significantly behind those in the other conditions. The findings suggest that introductory face-to-face interaction plays a more important role in facilitating the development of trust and collaboration in a CM environment when the context is competitive.     

Asymmetrical evaluation of ingroup versus outgroup members: a look from an information integration perspective

In evaluating ingroup versus outgroup members two types of information can be used: ‘Categorizing information’ related to the target's group membership and ‘individuating information’ related to pieces of information specific to the target to be judged. Information integration theory (IIT, Anderson, 1981) is applied as a formal tool for predicting the judgement resulting from these different pieces of information. It is further assumed that due to a general positivity bias in evaluating own affairs judges tend to evaluate ingroup members more positively than outgroup members. By applying IIT ingroup favouritism on the level of individual targets can be predicted. More importantly, an interaction concerning an asymmetrical impact of ingroup versus outgroup membership information dependent on the individuating information's valence can be predicted: the enhancement of ingroup members should be stronger for negative individuating information, whereas the devaluation of outgroup members should be stronger for positive individuating information. Further a negative correlation between intragroup differentiation and intergroup differentiation on the level of individual judgements is assumed. In a two (judge's group membership: overestimator versus underestimator) by three (target's group membership information absent; target's group membership information present as either ingroup, or outgroup member) by three (valence of the individuating information: positive, neutral, negative) factorial minimal group design with repeated measures on the last two factors the targets' likability had to be rated. The findings are in accord with predictions. Theoretical conclusions with respect to social judgement—and to intergroup theories as well as with respect to general approaches to context effects in social judgement are discussed.     

The effect of computer‐mediated communication on conformity vs. nonconformity: An impression management perspective

There is disagreement in the literature regarding whether those communicating in computer-mediated (CM) groups are attentive or oblivious to the social situation. There is evidence on both sides, with those in CM groups sometimes modifying their public responses and other times not. This apparent contradiction may be due in part to the impression that those in CM groups wish to convey and whether modifying their responses would help convey this impression. Specifically, whereas those in face-to-face (FTF) groups may strategically alter their public responses to present themselves as part of the group, those in CM groups may strategically alter their public responses to present themselves as separate from the group and unique on a positive dimension. The results of three experiments support this impression-management account: those in CM groups strategically altered their responses when doing so produced a desirable impression. The results further suggest that visual information about the group and social distance play important roles in affecting whether those in CM groups conform or not.