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<p class=MsoNormal>The contents of the latest issue of:<o:p></o:p></p>
<p class=MsoNormal>International Journal of e-Collaboration (IJeC)<o:p></o:p></p>
<p class=MsoNormal>Official Publication of the Information Resources Management
Association<o:p></o:p></p>
<p class=MsoNormal>Volume 8, Issue 3, July-September 2012<o:p></o:p></p>
<p class=MsoNormal>Published: Quarterly in Print and Electronically<o:p></o:p></p>
<p class=MsoNormal>ISSN: 1548-3673 EISSN: 1548-3681<o:p></o:p></p>
<p class=MsoNormal>Published by IGI Publishing, Hershey-New York, USA<o:p></o:p></p>
<p class=MsoNormal>www.igi-global.com/ijec<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Editor-in-Chief: Ned Kock, Texas A&M International
University, USA<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>PAPER ONE<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Exploring the Effects of Enterprise Instant Messaging
Presence Information on Employee Attendance in a Distributed Workforce: An
Ethnographic Study of a Large Professional Services Organization<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Saša Baškarada (University of South Australia,
Australia)<o:p></o:p></p>
<p class=MsoNormal>Andy Koronios (University of South Australia, Australia)<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>According to John Adams’ equity theory for employee
motivation, employees place great importance on relative effort or input to its
outcomes at the work place. However, as actual employee productivity is often
difficult to estimate, anecdotal evidence suggests that employees frequently
tend to compare the average number of hours worked per day. Geographically distributed
or mobile workforces are of particular interest because such employees may not
easily be able to physically observe their co-workers and, thus, estimate their
relative effort. Instant Messaging (IM) has recently been adopted in many
workplaces; yet, research on potential effects that IM presence awareness
feature may have on employee attendance in a distributed workforce is virtually
non-existent. This paper bridges that gap in the literature by presenting
relevant findings, which have been derived from a 12-month-long ethnographic
study of a large professional services organization. The authors show that,
depending on the relative employee power relationship, presence awareness
information may have significant positive or negative effects on a range of
employee attendance dimensions.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To obtain a copy of the entire article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/article/exploring-effects-enterprise-instant-messaging/68163<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To read a PDF sample of this article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/article/exploring-effects-enterprise-instant-messaging/68163
<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>PAPER TWO<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Revisiting Media Choice: A Behavioral Decision-Making
Perspective<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>H. S. Bok (National Computer Systems, Singapore)<o:p></o:p></p>
<p class=MsoNormal>A. Kankanhalli (National University of Singapore, Singapore)
<o:p></o:p></p>
<p class=MsoNormal>K. S. Raman (National University of Singapore, Singapore)<o:p></o:p></p>
<p class=MsoNormal>V. Sambamurthy (Michigan State University, USA)<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>How do managers select media for communication and
collaboration? Previous research has identified a myriad of contextual factors,
individual characteristics, social factors, and the fit between medium
characteristics and task requirements as influencing media choice. An
implication from the cumulative research base is that managers must consider a
large number of factors in the process of media selection, but task
contingencies may not allow for the assessment of numerous criteria. Based on a
behavioral decision-making perspective, this study proposes that task
contingencies in the form of complexity, importance, and urgency influence the
extent to which individuals evaluate various factors for media selection. The
authors utilize data from a survey of managers in a financial organization.
Under conditions of high task complexity and/or importance, managers are found
to extensively appraise information for media selection. However, if the task
is urgent, the extent of information evaluation during medium choice is
constrained. Further, to the extent that managers’ appraisal is limited,
their actual medium choice diverges from the optimal choice. The results
indicate that a behavioral decision-making view can provide a fresh perspective
and enhance understanding of how managers actually select media for their
communication and collaboration activities.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To obtain a copy of the entire article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/article/revisiting-media-choice/68164<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To read a PDF sample of this article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/viewtitlesample.aspx?id=68164 <o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>PAPER THREE<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Transferring Collaboration Process Designs to Practitioners:
Requirements from a Cognitive Load Perspective<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Gwendolyn L. Kolfschoten (Delft University of Technology,
The Netherlands)<o:p></o:p></p>
<p class=MsoNormal>Sandra van der Hulst (Delft University of Technology, The
Netherlands)<o:p></o:p></p>
<p class=MsoNormal>Mariëlle den Hengst-Bruggeling (Delft University of
Technology and Politieacademie, The Netherlands) Gert-Jan de Vreede (Delft
University of Technology, The Netherlands and University of Nebraska at Omaha,
USA)<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Collaboration Engineering (CE) is an approach to design and
implement sustained collaboration support for collaborative work practices. A
collaboration engineer designs a collaboration process and trains a
practitioner to execute it on a recurring basis, without further support from professional
facilitators. The CE design should be predictable and transferable for
successful reuse by the practitioner. The documentation requirements for a CE
design are addressed so it can be effectively transferred to practitioners.
This documentation or script should contain precise instructions and
interventions that the practitioner should make to guide the group in achieving
their goals. To detail the requirements for this design document, the authors
analyzed the tasks of a facilitator as a basis to derive the tasks of a
practitioner. Cognitive Load Theory was used to derive documentation
requirements with respect to the CE process design. The authors validated these
requirements in an expert validation session and through two case studies.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To obtain a copy of the entire article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/article/transferring-collaboration-process-designs-practitioners/68165<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To read a PDF sample of this article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/viewtitlesample.aspx?id=61404<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>PAPER FOUR<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Digital Mastery: The Skills Needed for Effective Virtual
Leadership<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Shelly R. Roy (Gaston Caperton Center, Fairmont State
University, USA)<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>With support from the research literature, this paper argues
that to lead effectively in a virtual environment, the leaders of virtual teams
need relationship building, technical, and leadership skills, as well as the
ability to defuse the frustrations of virtual team members. Relationship
building skills include the ability to establish trust, embrace diversity,
skill in fostering a team spirit, and motivating team members. Technical skills
include the ability to use video conferencing software, instant messaging,
e-mail, virtual worlds, avatars, and communication skills. Leadership skills
needed by leaders in virtual environments include emotional intelligence, the
ability to create an open and supportive environment, and to lead by example.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To obtain a copy of the entire article, click on the link below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/article/digital-mastery-skills-needed-effective/68166<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>To read a PDF sample of this article, click on the link
below.<o:p></o:p></p>
<p class=MsoNormal>http://www.igi-global.com/viewtitlesample.aspx?id=68166 <o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>*****************************************************<o:p></o:p></p>
<p class=MsoNormal>For full copies of the above articles, check for this issue
of the International Journal of e-Collaboration (IJeC) in your institution's
library. This journal is also included in the IGI Global aggregated
"InfoSci-Journals" database: http://www.igi-global.com/EResources/InfoSciJournals.aspx.
*****************************************************<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>CALL FOR PAPERS<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Mission of IJeC:<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>The mission of the International Journal of e-Collaboration
(IJeC) is to publish papers that address the design and implementation of
e-collaboration technologies, assess the behavioral impacts of these
technologies on individuals and groups, and present theoretical considerations
on links between the use of e-collaboration technologies and behavioral
patterns. This journal emphasizes technologies that include Web-based chat
tools, Web-based asynchronous conferencing tools, e-mail, listservs,
collaborative writing tools, group decision support systems, teleconferencing
suites, workflow automation systems, and document management technologies.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Coverage of IJeC:<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Topics to discussed in this journal include (but are not
limited to) the following:<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>• Analysis of different research methods
and their impact on the study of e-collaboration technologies in organizations<o:p></o:p></p>
<p class=MsoNormal>• Collaborative writing tools<o:p></o:p></p>
<p class=MsoNormal>• Comprehensive reviews of previous
studies on e-collaboration technologies in organizations<o:p></o:p></p>
<p class=MsoNormal>• Design and evaluation of asynchronous
learning networks (ALNs) in organizational setting<o:p></o:p></p>
<p class=MsoNormal>• Design and evaluation of intelligent e-collaboration
technologies in organizational settings<o:p></o:p></p>
<p class=MsoNormal>• Design, implementation, and assessment
of e-business solutions that include e-collaboration features<o:p></o:p></p>
<p class=MsoNormal>• E-collaboration technologies impact on
individuals and society<o:p></o:p></p>
<p class=MsoNormal>• E-collaboration technologies impact on
knowledge management and organizational learning<o:p></o:p></p>
<p class=MsoNormal>• E-collaboration technologies support for
distributed process reengineering and process improvement<o:p></o:p></p>
<p class=MsoNormal>• E-collaboration technologies support for
quality certification programs<o:p></o:p></p>
<p class=MsoNormal>• E-collaboration technologies support for
the creation of virtual teams and virtual organizations<o:p></o:p></p>
<p class=MsoNormal>• E-mail<o:p></o:p></p>
<p class=MsoNormal>• Listservs<o:p></o:p></p>
<p class=MsoNormal>• Organizational and national culture as
moderating factors in the adoption and use of e-collaboration technologies in
organizations<o:p></o:p></p>
<p class=MsoNormal>• Web-based asynchronous conferencing
tools<o:p></o:p></p>
<p class=MsoNormal>• Web-based chat tools<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>Interested authors should consult the journal's manuscript
submission guidelines www.igi-global.com/ijec.<o:p></o:p></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal>All inquiries and submissions should be sent to:<o:p></o:p></p>
<p class=MsoNormal>Editor-in-Chief: Ned Kock at nedkock@scriptwarp.com<o:p></o:p></p>
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