A Dynamic Sequence Model of Information Sharing Processes in Virtual Teams

Sharing information is a critical component of virtual team functioning. While prior research has identified the motivations for and the structure of information sharing, there has been little emphasis on the dynamic patterning of sharing behavior. In this study, we focus on the process of information sharing, namely the sequence and timing of individual decisions during a virtual team task. Further, we argue that sharing behaviors can be categorized into a finite number of approaches. We propose a temporal, event-based model to uncover the behavioral and cognitive factors that influence information sharing. With a sample of 600 participants organized into thirty ad hoc virtual teams, we demonstrate significant heterogeneity in sharing propensities. Our study makes two contributions to the extant literature. First, we extend theories regarding the motivation and structure of information sharing. Second, we make a broader methodological contribution with the application of a latent-class relational event model

Uncovering Latent Archetypes from Digital Trace Sequences: An Analytical Method and Empirical Example

The widespread availability of digital trace data provides new opportunities for researchers to understand human behaviors at a large scale. Sequences of behavior, captured when individuals interface with an information system, can be analyzed to uncover behavioral trends and tendencies. Rather than assume homogeneity among actors, in this study we introduce a method for identifying subsets of the population which demonstrate similar behavioral trends. The objective of this analysis would be to identify a finite set of behavioral archetypes, which we define as distinct patterns of action displayed by unique subsets of a population. This study makes a contribution to the literature by introducing a novel methodology for analyzing sequences of digital traces. We apply our technique to data from a lab experiment featuring thirty twenty-person teams communicating over Skype

Paradoxes and coping mechanisms in the servitisation journey

Servitisation is conceptualised as product manufacturers' transition towards bundling products and services to offer customers enhanced value. Scholars have raised concerns regarding the potential challenges that firms face during servitisation, often termed servitisation paradoxes. Limited studies have explored the paradoxes experienced during the servitisation journey and the associated coping mechanisms. We utilise the open-ended essay methodology to unravel various paradoxes and coping mechanisms to address the gap. We collected data in two stages—from 69 participants in the first stage and 32 in the second stage. The study's findings reveal three broad paradoxes: the paradox of organising (autonomy and control, efficiency and flexibility, formal and informal information flow, and employee and customer needs), the paradox of learning (prior knowledge and new knowledge), and the paradox of performance (short-term and long-term performance). In addition, we identify four coping practices: change management, open communication, training programmes and digitalisation. The study augments the prior literature by developing a conceptual framework that elucidates the coexistence of numerous paradoxes and coping mechanisms. © 2022 The Author

Network Agency

The question of agency has been neglected in social network research, in part because the structural approach to social relations removes consideration of individual volition and action. But recent emphasis on purposive individuals has reignited interest in agency across a range of social network research topics. Our paper provides a brief history of social network agency and an emergent framework based on a thorough review of research published since 2004. This organizing framework distinguishes between an ontology of dualism (actors and social relations as separate domains) and an ontology of duality (actors and social relations as a mutually constituted) at both the individual level and at the social network level. The resulting four perspectives on network agency comprise individual advantage, embeddedness, micro-foundations, and structuration. In conclusion, we address current debates and future directions relating to sources of action and the locus of identity

Invisible Iterations: How Formal and Informal Organization Shape Knowledge Networks for Coordination

AbstractThis study takes a network approach to investigate coordination among knowledge workers as grounded in both formal and informal organization. We first derive hypotheses regarding patterns of knowledge‐sharing relationships by which workers pass on and exchange tacit and codified knowledge within and across organizational hierarchies to address the challenges that underpin contemporary knowledge work. We use survey data and apply exponential random graph models to test our hypotheses. We then extend the quantitative network analysis with insights from qualitative interviews and demonstrate that the identified knowledge‐sharing patterns are the micro‐foundational traces of collective coordination resulting from two underlying coordination mechanisms which we label ‘invisible iterations’ and ‘bringing in the big guns’. These mechanisms and, by extension, the associated knowledge‐sharing patterns enable knowledge workers to perform in a setting that is characterized by complexity, uncertainty and ambiguity. Our research contributes to theory on the interplay between formal and informal organization for coordination by showing how self‐directed, informal action is supported by the formal organizational hierarchy. In doing so, it also extends understanding of the role that hierarchy plays for knowledge‐intensive work. Finally, it establishes the collective need to coordinate work as a previously overlooked driver of knowledge network relationships and network patterns.</jats:p