Organizational roles and communication modes in team work
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Date
2001-01-06
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Citation of Original Publication
A. Michailidis and R. Rada, "Organizational roles and communication modes in team work," Proceedings of the 34th Annual Hawaii International Conference on System Sciences, Maui, HI, USA, 2001, pp. 9 pp.-, doi: 10.1109/HICSS.2001.927183.
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© 2001 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.
© 2001 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.
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Abstract
We have surveyed ten collaborators' perceptions on the value of nine communication modes: email, telephone, pen-and-paper, computer conferencing, telephone conferencing, face-to-face, fax, post, and whiteboard. Eight roles were considered: innovator, resource investigator, chair, shaper, evaluator, team worker, organizer, and finisher. Through a repeated measures design, a mapping between these modes and roles was determined. Face-to-face communication was viewed as most valuable by all roles, except the innovator role. Voice-based communication modes supported more interdependencies among roles than any other communication mode, but each mode serves a function in supporting group work.