An Evaluation of the Impact of Social Presence Through Group Size and the Use of Collaborative Software on Group Member “Voice” in Face-to-Face and Computer-Mediated Task Groups

2006 ◽  
Vol 49 (1) ◽  
pp. 28-43 ◽  
Author(s):  
T.L. Roberts ◽  
P.B. Lowry ◽  
P.D. Sweeney
Keyword(s):  
Group Size ◽  
Social Presence ◽  
Face To Face ◽  
Task Groups ◽  
Collaborative Software ◽  
Computer Mediated ◽  
The Impact ◽  
Group Member

The Role of Structured Conflict and Consensus Approaches inVirtual Team Strategic Decision Making

2008 ◽  
pp. 1480-1497
Author(s):  
Jerry Fjermestad
Keyword(s):  
Decision Making ◽  
Group Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Face To Face ◽  
Systems Research ◽  
Computer Mediated ◽  
Computer Mediated Communications ◽  
Group Member

Do procedures that improve face-to-face decision meetings also improve virtual “meetings?” Might the effectiveness of such procedures improve with practice? This longitudinal experiment investigated the efficiency, effectiveness and group member perceptions of dialectical inquiry (DI) and constructive consensus (CC) approaches to strategic decision making in a virtual (distributed) computer-mediated- communications (CMC) environment. There were no differences between DI and CC groups in terms of decision effectiveness. However, this result has not been unusual in CMC research. DI groups had significantly higher perceived depth of evaluation than CC groups. CC groups reported greater decision acceptance and willingness to work together again than DI groups. The results are discussed in terms of their implications for group support systems research and design in the era of the World Wide Web.

The Carryover Effects of Preceding Interviewer–Respondent Interaction on Responses in Audio Computer-Assisted Self-Interviewing (ACASI)

2020 ◽  
Author(s):  
Hanyu Sun ◽  
Frederick G Conrad ◽  
Frauke Kreuter
Keyword(s):  
Social Presence ◽  
Computer Assisted ◽  
Sensitive Information ◽  
Carryover Effects ◽  
Face To Face ◽  
Audio Recordings ◽  
The Face ◽  
Audio Computer ◽  
Main Effects ◽  
The Impact

Abstract Audio computer-assisted self-interviewing (ACASI) has been widely used to collect sensitive information from respondents in face-to-face interviews. Interviewers ask questions that are not sensitive or only moderately sensitive and then allow respondents to self-administer more sensitive questions, listening to audio recordings of the questions and typically entering their responses directly into the same device that the interviewer has used. According to the conventional thinking, ACASI is taken as independent of the face-to-face interaction that almost always precedes it. Presumably as a result of this presumed independence, the respondents’ prior interaction with the interviewer is rarely considered when assessing the quality of ACASI responses. There is no body of existing research that has experimentally investigated how the preceding interviewer–respondent interaction may create sufficient social presence to affect responses in the subsequent ACASI module. The study reported here, a laboratory experiment with eight professional interviewers and 125 respondents, explores the carryover effects of preceding interactions between interviewer and respondent on responses in the subsequent ACASI. We evaluated the impact of the similarity of the live and recorded interviewer’s voice for each respondent as well as respondents’ rapport with interviewers in the preceding interview. We did not find significant main effects of vocal similarity on disclosure in ACASI. However, we found significant interaction effects between vocal similarity and respondents’ rapport ratings in the preceding interview on disclosure in ACASI. When the ACASI voice was similar to the interviewer’s voice in the preceding interaction, respondent-rated rapport led to more disclosure but, when the ACASI voice is clearly different from the interviewer’s voice, respondent-rated rapport in the prior interaction did not affect disclosure.

THE DEVELOPMENT OF SOCIAL AND TASK COHESION IN COMPUTER-MEDIATED AND FACE-TO-FACE TASK GROUPS.

2000 ◽  
Vol 2000 (1) ◽  
pp. A1-A6 ◽  
Author(s):  
Bernd Erhard Irmer ◽  
Artemis Chang ◽  
Prashant Bordia
Keyword(s):  
Face To Face ◽  
Task Groups ◽  
Computer Mediated ◽  
Task Cohesion ◽  
Face Task ◽  
And Task

scholarly journals Impact of Multitasking on Listening Effectiveness in the Learning Environment

2012 ◽  
Vol 3 (2) ◽  
Author(s):  
Alla Kushniryk ◽  
Kenneth J. Levine
Keyword(s):  
Experimental Study ◽  
Learning Environment ◽  
Social Presence ◽  
Online Survey ◽  
Etude Expérimentale ◽  
Face To Face ◽  
The Third ◽  
Survey Questions ◽  
Recorded Lecture ◽  
The Impact

This experimental study evaluated the impact of multitasking and social presence on students’ performances in the learning environment. In the first live-presenter group, the participants listened to a lecture in a face-to-face environment. In the second virtual-presenter group, the participants listened on their computers to a pre-recorded lecture. The participants of these groups listened to a lecture and simultaneously wrote responses to open-ended online survey questions. While the participants of the first two groups were multitasking, those in the third group completed listening and writing tasks sequentially. It was found that multitasking significantly decreased performances on both the listening and writing tasks. The experiment also uncovered that the degree of social presence did not affect students’ performances on the listening or writing tasks in the learning environment. The perceived degree of social presence was the same in the virtual- and live-presenter groups. La présente étude expérimentale évalue les conséquences de la multiplicité des tâches et de la présence sociale sur la performance des étudiants dans l’environnement d’apprentissage. Le premier groupe a assisté à une cours donnée par un conférencier sur place. Le deuxième groupe a écouté le cours préenregistrée à partir d’un ordinateur. Les participants de ces deux groupes ont répondu simultanément en ligne aux questions ouvertes d’un sondage. Alors que les participants des deux premiers groupes ont effectué des tâches multiples simultanément, ceux du troisième groupe ont d’abord écouté puis ont répondu au sondage de façon séquentielle. Les chercheurs ont découvert que le fait de réaliser des tâches multiples entraînent une baisse importante de la performance en ce qui a trait à l’écoute et à la rédaction des réponses. L’expérience a aussi permis de découvrir que la présence en classe n’influe pas sur la performance des étudiants en ce qui a trait aux tâches d’écoute ou de rédaction dans l’environnement d’apprentissage. Le degré perçu de présence sociale était le même dans le groupe du conférencier virtuel que dans celui du conférencier en direct.

Perceived Behaviors of Emergent and Assigned Leaders in Virtual Groups

2008 ◽  
pp. 1096-1110
Author(s):  
Kathryn R. Wickham ◽  
Joseph B. Walther
Keyword(s):  
Leadership Behaviors ◽  
Computer Mediated Communication ◽  
Mediated Communication ◽  
Leadership Theories ◽  
Online Groups ◽  
Face To Face ◽  
Virtual Groups ◽  
Computer Mediated ◽  
Group Members ◽  
The Impact

While considerable research has explored perceptions of groups and members in computer-mediated communication (CMC), and leadership behaviors in face-to-face groups, little research has examined how leadership is identified in CMC groups. Contemporary CMC theories alternatively stress the impact of salient, stereotyped roles on CMC groups’ perceptions, or the accretion of exaggerated impressions based on behavioral cues. These perspectives, in turn, coincide with predictions about the predominance of alternative forms of leadership: Assigned versus emergent. This study draws on traditional leadership theories from face-to-face group research and applies them to CMC to examine dynamics related to assigned and emergent leaders in online groups. The results of the study demonstrate that CMC groups may identify more than one leader. When identifying emergent leaders, regardless of whether a leader was assigned or not, group members consider perceived amounts of communication, intelligence, and encouraging and authoritarian behaviors.

Textual Expectations, (Dis)Embodiment, and Social Presence in CMC

2010 ◽  
pp. 32-47
Author(s):  
Deborah Leiter ◽  
John Dowd
Keyword(s):  
Social Presence ◽  
Computer Mediated Communication ◽  
Media Ecology ◽  
Social Expectations ◽  
Social Environments ◽  
Mediated Communication ◽  
Subaltern Studies ◽  
Face To Face ◽  
Theoretical Approaches ◽  
Computer Mediated

This chapter adds depth to current theoretical approaches to the idea of social presence in computer-mediated communication by integrating ideas from deconstructionism, subaltern studies, phenomenological/dialogic approaches, and media ecology with current CMC perspectives on the (dis)embodied nature of CMC communication. The relation of the physical to online social environments naturally raises the question of the ways these environments inherit heteroglossic social expectations from other communication/media genres, especially from written media and from face-to-face conversational interactions. Ultimately, these inheritances, together with their ethical considerations, show that a variety of perspectives, even those that seem to be conflicting, simply serve to illuminate various aspects of the CMC environment and the ethical ramifications thereof.

Wielding power in multiparty negotiations: the impact of communication medium and assertiveness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jonathan I. Lee ◽  
Daisung Jang ◽  
Elizabeth A. Luckman ◽  
William P. Bottom
Keyword(s):  
Winning Coalition ◽  
Situational Factors ◽  
Communication Medium ◽  
Content Type ◽  
Face To Face ◽  
Computer Mediated ◽  
Negotiation Research ◽  
Value Claiming ◽  
Bargaining Behavior ◽  
The Impact

Purpose The medium negotiators choose for communication will influence both process and outcome. To understand how medium influences power expression, this paper aims to compare value claiming by asymmetrically powerful negotiators, using face-to-face and computer-mediated messaging across two studies. Following up on long-standing conjectures from prominent coalition researchers, the authors also directly tested the role of the apex negotiator's personality in coalition formation and value expropriation. Design/methodology/approach The authors conducted two laboratory experiments which manipulated communication medium (computer-mediated vs face-to-face) in three- and four-person bargaining. They also varied asymmetry of power so the apex negotiator either could not be left out of a winning coalition (Study 1) or could be (Study 2). The authors measured trait assertiveness along with multiple indicators of hard bargaining behavior. Findings Communicating using instant messages via a computer interface facilitated value claiming for powerful negotiators across both studies. Trait assertiveness correlated with hard bargaining behavior in both studies. An index of hard bargaining behavior mediated the effect of assertiveness on value expropriation but only in the context where the powerful negotiator held a genuine monopoly over coalitions. Originality/value The authors contribute to the literature on multiparty negotiations by demonstrating persistent media effects on power utilization and by finally confirming the conjectures of prominent coalition researchers regarding personality. Though personality traits generate consistent effects on behavior, their influence on negotiation outcomes depends on the power structure. Negotiation theory needs to incorporate structural and situational factors in modelling effects of enduring traits. Negotiation research should move beyond a rigid focus on dyads.

Perceived Behaviors of Emergent and Assigned Leaders in Virtual Groups

2009 ◽  
pp. 50-64
Author(s):  
Kathryn R. Wickham ◽  
Joseph B. Walther
Keyword(s):  
Leadership Behaviors ◽  
Computer Mediated Communication ◽  
Mediated Communication ◽  
Leadership Theories ◽  
Online Groups ◽  
Face To Face ◽  
Virtual Groups ◽  
Computer Mediated ◽  
Group Members ◽  
The Impact

While considerable research has explored perceptions of groups and members in computer-mediated communication (CMC), and leadership behaviors in face-to-face groups, little research has examined how leadership is identified in CMC groups. Contemporary CMC theories alternatively stress the impact of salient, stereotyped roles on CMC groups’ perceptions, or the accretion of exaggerated impressions based on behavioral cues. These perspectives, in turn, coincide with predictions about the predominance of alternative forms of leadership: Assigned versus emergent. This study draws on traditional leadership theories from face-to-face group research and applies them to CMC to examine dynamics related to assigned and emergent leaders in online groups. The results of the study demonstrate that CMC groups may identify more than one leader. When identifying emergent leaders, regardless of whether a leader was assigned or not, group members consider perceived amounts of communication, intelligence, and encouraging and authoritarian behaviors.

Virtual Group Strategic Decision Making Using Structured Conflict and Consensus Approaches

2008 ◽  
pp. 1048-1063
Author(s):  
Jerry Fjermestad
Keyword(s):  
Decision Making ◽  
Group Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Face To Face ◽  
Systems Research ◽  
Computer Mediated ◽  
Computer Mediated Communications ◽  
Group Member ◽  
Research And Design

Do procedures that improve face-to-face decision meetings also improve virtual “meetings”? Might the effectiveness of such procedures improve with practice? This longitudinal experiment investigated the efficiency, effectiveness and group member perceptions of dialectical inquiry (DI) and constructive consensus (CC) approaches to strategic decision making in a virtual (distributed) Computer-Mediated-Communications (CMC) environment. There were no differences between DI and CC groups in terms of decision effectiveness. However, this result has not been unusual in CMC research. DI groups had significantly higher perceived depth of evaluation than CC groups. CC groups reported greater decision acceptance and willingness to work together again than DI groups. The results are discussed in terms of their implications for Group Support Systems research and design in the era of the World Wide Web.

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