Toward an organizational view of e-collaboration

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

Abstract

This chapter develops an organizational view of the roles and impacts of e-collaboration. Drawing on the dynamic capabilities perspective, e-collaboration is conceptualized as a change-oriented capability that enables a firm to identify, integrate, and apply its knowledge assets to meet competitive demands. Therefore, e-collaboration potentially has three organizational roles - coordination, learning, and innovation - that are associated with either efficiency impacts or competitive impacts. Drawing on contingency theory, the main argument developed in this chapter is that firms in less dynamic business environments need e-collaboration for operational purposes, emphasizing the coordination role, whereas firms in highvelocity business environments need e-collaboration for strategic purposes, emphasizing the learning and innovation roles. An analysis of the way in which business environment characteristics interact with media characteristics serves to demonstrate the importance of strategic characteristics - in addition to media and task characteristics - in determining the organizational effectiveness of e-collaboration.

Original languageEnglish
Title of host publicationVirtual Team Leadership and Collaborative Engineering Advancements
Subtitle of host publicationContemporary Issues and Implications
PublisherIGI Global
Pages13-27
Number of pages15
ISBN (Print)9781605661100
DOIs
StatePublished - 1 Dec 2009

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