Summary
Contents
Subject index
“Organizations and Communications Technology is must reading for those interested in the relation of communication technology to organizational form and function. The book does what many such collections do not do: It presents in a complementary–if not totally unified–fashion a variety of perspectives on and answers to questions raised about the essential nature, determinants, and effects of the organization-communication technology interface. Such coherence in theme and structure is not accidental; rather, it derives from the editors' commitment to a robust theoretical foundation in which to ground past and future research. … They have succeeded brilliantly in their efforts to focus substantive scholarship on theory building in a data-rich but theory-poor field. The result is a work that will no doubt be a classic. The reader who makes the commitment to mine its essays will not be disappointed.” –Journal of Business and Technical Communication “As a summary of the field, this collection of theoretical essays succeeds on two main counts. … First, it brings together in one volume writers whose recent work has been widely cited and discussed throughout the literatures of information science, communication, management, and technology studies. Second, the book presents some exciting theoretical ideas about the relationship between communication technologies and social behavior that are applicable beyond the organizational setting. … On the whole, this book is a fine overview that updates and lends structure–‘organizes’–this evolving literature for a diverse audience.” –Journal of Communication “The editors … argue convincingly that the study of human and organizational aspects of communications technology suffers from a glut of data and a deficiency of theory. The objective of the book becomes one of starting the process of developing a corpus of theory that will integrate the knowledge we have. Overall, the book achieves this objective well, with the gratifying addition that there are also plenty of practical recommendations of immediate value to the practitioner. … This is an ambitious book and given the importance of the topic this is inevitable. It is aimed at a broad range of disciplines. It is unashamedly theoretical in its approach yet contains a good deal of immediate practical importance. My own prediction … suggests that this book will be regarded as a milestone from which future progress will be measured.” –The Occupational Psychologist “Communications technology offers a wonderful springboard for much broader considerations of how people in organizations and behavior within them. Worthwhile … engaging.” –Academy of Management Review “Will interest any business communication scholar concerned with the ways organizations are affected by new technologies. … Provide[s] a wealth of stimulating ideas.” –Journal of Business Communication “Organizations and Communications Technology is an attempt to provide a foundation for theory development on information technology in organizations by delegating the task to a set of competent researchers and theorists. Given the dearth of theory development in the field such a strategy makes some sense. Because of (its) diversity, organizations, communications, and management information systems scholars should all find something of interest.” –Administrative Science Quarterly How do technology and organization interact to shape organizational structures and processes? What organizational, political, and social processes constrain technological development? What forces shape the articulation of organizational and technological systems? Answering these and other pivotal questions, this powerful volume centers on the role of theory for advancing our knowledge of communication technology in organizations at several levels: micro, group, and macro. A distinguished team of contributors examines a richly diverse group of topics, including telecommunications, communication networks and new media, the use of group decision support systems, and discretionary databases, to name but a few. Organizations and Communication Technology offers nothing less than a fresh foundation for research and management practice. As such, it is essential reading for scholars, practitioners, and students in the fields of management studies, communication science, organization studies, and policy studies.
A Social Influence Model of Technology use
A Social Influence Model of Technology use
Author's Note: We would like to thank George Huber, Lynne Markus, and Ron Rice for their helpful comments. We are indebted to Peter Monge and Ev Rogers for their insightful discussions over the course of this work. Gerry Power provided important contributions during the initial stages of conceptual development.
The explosion of new communication technologies has generated widespread controversy over their potential effects on the workplace. Accurate claims of effects must be rooted in valid assumptions about just how the technologies are used. Consequently, media-use behavior has resurfaced as a vibrant area of inquiry. In this chapter, we take a close look at current media-use theories. We argue that they rest on some very unrealistic assumptions about human behavior in organizations. In particular, we take issue with the rationalist bias and technological determinism that pervades these approaches. Current media-use theories fail to recognize a central premise of current organization theory: Behavior occurs in a very social world which is far from neutral in its effects.
Once we assume an active and influential social context of media use, we then face the problem of specifying the social processes more precisely. An appropriate starting point is to examine existing theories of social relations in organizations with an eye to how their premises apply to media-use behavior. This chapter presents a model of media use that is derived from such an examination.
We begin by summarizing traditional models of media use. Then, we show how these theories are incapable of adequately explaining a whole range of findings on media use in real-life organizations. As a promising alternative, we develop a model of social influences on media-related attitudes and behavior in organizations. Then, we review research results that shed light on the validity of the new model compared to traditional theory. Finally, we outline the implications of the social influence perspective for management practice, and provide suggestions to guide research on communication technologies in organizations.
Rational Choice Models
Media use is known to be a function of a number of facilitating factors, such as media accessibility, availability of communication partners, experience with the medium, personal style in using media, time and cost advantages, and communication task requirements (for reviews see Culnan & Markus, 1987; Rice, 1980, 1984; Steinfield, 1986b; Svenning & Ruchinskas, 1984). Media use theory proposes that individuals choose media through a matching process. This matching involves assessing the requirements of the particular communication task at hand and selecting a medium with communication capabilities that match these requirements. Efficient communication takes place when the match is perfect: the medium has neither more nor less communication capability than the task requires. This rational choice approach is described using two illustrative theories. Note, however, that this perspective is not the hallmark of any single theoretical model, but rather a general tradition characterizing the study of media choice processes (Williams, 1977).
Social Presence Theory. Short, Williams, and Christie (1976) conceptualized communication media as falling along a single continuum of “social presence.” Social presence is the degree to which the medium facilitates awareness of the other person and interpersonal relationships during the interaction. Face-to-face communication has the greatest social presence, followed by audio plus video (e.g., videoconferencing), audio-only (e.g., telephone), and print.
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