http://www.diannecyr.com/cyr_head_ivanov2006_designaesthetics.pdf

Design aesthetics leading to m-loyalty in mobile commerce

https://edge.sagepub.com/sites/default/files/Gilson%20Maynard%20Young%20Vartiainen%20Hakonen_0.pdf

Virtual Teams Research: 10 Years, 10 Themes, and 10 Opportunities

https://ir.nctu.edu.tw:443/bitstream/11536/14096/1/000278348500023.pdf

Increasing trust in mobile commerce through design aesthetics

1. Apply the communication theory in order to: analyze their own social environments public opinion and mass culture phenomena; understand and explain the reality in where they live; value the theoretical approach on communication. 2. Elementally determine mass communication methods and research techniques, practice them, and derive their social implications. 3. Differentiate and relate multiple perspectives on mass communication theory, from the traditional approaches to the ones emerged in the network society. 4. Estimate the market as a core player in the development and expansion of mass communication and culture. 5. Achieve a critical analysis of the social, political and cultural implications of the communication modalities emerged in the information society.

On the theories of communication

Digital technologies are changing the nature of teamwork in ways that have important implications for leadership. Though conceptually rich and multi-disciplinary, much of the burgeoning work on technology has not been fully integrated into the leadership literature. To fill this gap, we organize existing work on leadership and technology, outlining four perspectives: (1) technology as context, (2) technology as sociomaterial, (3) technology as creation medium, and (4) technology as teammate. Each technology perspective makes assumptions about how technologies affect teams and the needs for team leadership. Within each perspective, we detail current work on leading teams. This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams. We identify 12 leadership implications arising from the ways digital technologies affect organizing. We then leverage our review to identify directions for future leadership research and practice.

Leading Teams in the Digital Age: Four Perspectives on Technology and What They Mean for Leading Teams.

This article explores the structural foundations of leadership and performance in virtual project teams. In an experimental business case, the article demonstrates the effect of structural brokerage in team communication on leadership and team performance. This research suggests that social roles as well as the acknowledgement of leadership and performance are conditional to the way individuals and teams relate to their environment. It supports structural hole theory in that leaders and a winner team achieved the highest values of flow betweenness and network efficiency. Strategically, managers of virtual knowledge networks should focus their attention not only on the qualifications of individuals, but also on communication structures within their work groups.

Leadership and Performance in Virtual Teams: Exploring Brokerage in Electronic Communication

The problems knowledge workers face today are dynamic, unstructured, highly complex, and often cannot be fully explicated. Such moving targets require different problem solving capabilities. Because abstract information is less valuable in this type of environment, knowledge workers have to utilize channels other than handbooks. Hence, corporate knowledge networks again are at the top of the research agenda. For a knowledge worker, access to knowledgeable colleagues, rather than access to large databases, becomes the important factor. In such networks, the question of which managerial actions are appropriate for successful community development ( i.e., supporting the actors) arises. Unfortunately, today’s community engineering practices are often characterized by a gross simplification and strong technological focus rather than modeling the impact of managerial actions before taking them. As part of a larger research project, this paper addresses topological structures as an action variable of community engineering. A computer-based simulation model is introduced and applied to real-life data from over 800 students and staff of the Economics and Business Administration Department at Frankfurt University, Germany.

https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1182&context=icis2003

Informal knowledge networks: toward a community-engineering framework

Virtual informal communication networks are widely recognized as an important part of corporate knowledge management (KM). Unfortunately, most practices of community-engineering are characterized by intuitive actions from KM managers rather than systematic network development based on detailed analysis. Therefore, as part of a larger research framework, this paper addresses topological structures as action variable of community-engineering. A dynamic computer-based simulation model is introduced and applied to real-life data from over 800 students and staff of the Economics and Business Administration Department at Frankfurt University, Germany. Several metrics of networks performance are developed and illustrated using different exemplary actions of community-engineering.

Managing virtual knowledge networks: topology and performance

Despite the high availability of mobile phones and personal digital assistants with online capabilities, mobile computer supported cooperative work is still in its infancy. So far, only little is known about the distinct attributes of mobile cooperative work in comparison to its stationary counterpart. Across which dimensions does cooperation via mobile devices differ from traditional hard-wired settings and what implications have to be drawn for future research? To bring more light to this question, we conducted an experimental business-case at Frankfurt University with 16 graduate students and analysed their collaborative behaviour across mobile and non-mobile channels of communication over a 5 week period. We find that mobile messages differed from stationary messages in terms of size and that the use of mobile emails prevailed over stationary emails under conditions of stress. Finally, we found that the social structure of mobile communication corresponded with the structure of stationary communication. This indicates that mobile communication technologies support existing communication relations rather than creating new relations. From the perspective of system designers, these results may serve as practical insights into the user behaviour of mobile technologies and might support the future development of mobile computer supported cooperative work environments.

http://www.is-frankfurt.de/publikationenNeu/WhatmakesMCSCWmobileTowardsa638.pdf

What makes mobile computer supported cooperative work mobile? Towards a better understanding of cooperative mobile interactions

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Leadership and Performance in Virtual Teams: Exploring Brokerage in Electronic Communication

Informal knowledge networks: toward a community-engineering framework

Managing virtual knowledge networks: topology and performance

What makes mobile computer supported cooperative work mobile? Towards a better understanding of cooperative mobile interactions