Haiyi Zhu

Identifying shared leadership in Wikipedia

In this paper, we introduce a method to measure shared leadership in Wikipedia as a step in developing a new model of online leadership. We show that editors with varying degrees of engagement and from peripheral as well as central roles all act like leaders, but that core and peripheral editors show different profiles of leadership behavior. Specifically, we developed machine learning models to automatically identify four types of leadership behaviors from 4 million messages sent between Wikipedia editors. We found strong evidence of shared leadership in Wikipedia, with editors in peripheral roles producing a large proportion of leadership behaviors.

To Switch or Not To Switch Understanding Social Influence in Online Choices

The authors designed and ran an experiment to measure social influence in online recommender systems, specifically, how often people’s choices are changed by others’ recommendations when facing different levels of confirmation and conformity pressures. In this experiment, participants were first asked to provide their preference from pairs of items. They were then asked to make second choices about the same pairs with knowledge of other people’s preferences. The results show that other people’s opinions significantly sway people’s own choices. The influence is stronger when people are required to make their second decision sometime later (22.4%) rather than immediately (14.1%). Moreover, people seem to be most likely to reverse their choices when facing a moderate, as opposed to large, number of opposing opinions. Finally, the time people spend making the first decision significantly predicts whether they will reverse their decisions later on, whereas demographics such as age and gender do not. These results have implications for consumer behavior research as well as online marketing strategies.

Effectiveness of Shared Leadership in Wikipedia

Objective: The objective of the paper is to understand leadership in an online community, specifically, Wikipedia. Background: Wikipedia successfully aggregates millions of volunteers’ efforts to create the largest encyclopedia in human history. Without formal employment contracts and monetary incentives, one significant question for Wikipedia is how it organizes individual members with differing goals, experience, and commitment to achieve a collective outcome. Rather than focusing on the role of the small set of people occupying a core leadership position, we propose a shared leadership model to explain the leadership in Wikipedia. Members mutually influence one another by exercising leadership behaviors, including rewarding, regulating, directing, and socializing one another. Method: We conducted a two-phase study to investigate how distinct types of leadership behaviors (transactional, aversive, directive, and person-focused), the legitimacy of the people who deliver the leadership, and the experience of the people who receive the leadership influence the effectiveness of shared leadership in Wikipedia. Results: Our results highlight the importance of shared leadership in Wikipedia and identify trade-offs in the effectiveness of different types of leadership behaviors. Aversive and directive leadership increased contribution to the focal task, whereas transactional and person-focused leadership increased general motivation. We also found important differences in how newcomers and experienced members responded to leadership behaviors from peers. Application: These findings extend shared leadership theories, contribute new insight into the important underlying mechanisms in Wikipedia, and have implications for practitioners who wish to design more effective and successful online communities.

The Sharing Economy in Computing: A Systematic Literature Review

The sharing economy has quickly become a very prominent subject of research in the broader computing literature and the in human--computer interaction (HCI) literature more specifically. When other computing research areas have experienced similarly rapid growth (e.g. human computation, eco-feedback technology), early stage literature reviews have proved useful and influential by identifying trends and gaps in the literature of interest and by providing key directions for short- and long-term future work. In this paper, we seek to provide the same benefits with respect to computing research on the sharing economy. Specifically, following the suggested approach of prior computing literature reviews, we conducted a systematic review of sharing economy articles published in the Association for Computing Machinery Digital Library to investigate the state of sharing economy research in computing. We performed this review with two simultaneous foci: a broad focus toward the computing literature more generally and a narrow focus specifically on HCI literature. We collected a total of 112 sharing economy articles published between 2008 and 2017 and through our analysis of these papers, we make two core contributions: (1) an understanding of the computing communitys contributions to our knowledge about the sharing economy, and specifically the role of the HCI community in these contributions (i.e.what has been done) and (2) a discussion of under-explored and unexplored aspects of the sharing economy that can serve as a partial research agenda moving forward (i.e.what is next to do).

Goals and perceived success of online enterprise communities: what is important to leaders & members?

Online communities are successful only if they achieve their goals, but there has been little direct study of goals. We analyze novel data characterizing the goals of enterprise online communities, assessing the importance of goals for leaders, how goals influence member perceptions of community value, and how goals relate to success measures proposed in the literature. We find that most communities have multiple goals and common goals are learning, reuse of resources, collaboration, networking, influencing change, and innovation. Leaders and members agree that all of these goals are important, but their perceptions of success on goals do not align with each other, or with commonly used behavioral success measures. We conclude that simple behavioral measures and leader perceptions are not good success metrics, and propose alternatives based on specific goals members and leaders judge most important.

ProjectLens: Supporting Project-based Collaborative Learning on MOOCs

Team project, which emphasizes collaborative learning in a project-based context, is one of the most commonly-used teaching and learning methods in higher education classrooms, but is not well-supported on existing Massive Open Online Course (MOOC) platforms. In this paper, we present ProjectLens, a MOOC supplement tool that supports team projects building and collaborative learning on MOOC platforms like Coursera and edX. In addition, ProjectLens is a research tool that provides opportunities to conduct large-scale field experiments to study how different factors influence the effectiveness of collaborative learning. We illustrate how ProjectLens can achieve these two goals in a case example.

Out With The Old, In With The New?: Unpacking Member Turnover in Online Production Groups

Nearly any group is subject to turnover : some people leave, while others join. Turnover can be especially high in online groups, since participation typically is strictly voluntary. We investigated the effects of member turnover in online groups, specifically in Wikipedias WikiProjects. We based our studies on theories from organizational science, which suggest that it is not just the amount of turnover, but the characteristics of those leaving and those joining that matter. We characterized leavers and newcomers by their prior productivity, tenure (in the group or community), and participation in other groups within the larger community. Furthermore, we considered the moderating effect of group size on turnover. We analyzed data from 88,427 editors who participated in 1,054 WikiProjects, finding that (1) the positive effects of newcomers to a group were larger than the negative effects of leavers, (2) prior productivity, tenure, and participation in other groups all played significant roles, and (3) the effects of leavers and newcomers were amplified in larger groups.

Never Too Old, Cold or Dry to Watch the Sky: A Survival Analysis of Citizen Science Volunteerism

CoCoRaHS is a multinational citizen science project for observing precipitation. Like many citizen science projects, volunteer retention is a key measure of engagement and data quality. Through survival analysis, we found that participant age (self-reported at account creation) is a significant predictor of retention. Compared to all other age groups, participants aged 60-70 are much more likely to sign up for CoCoRaHS, and to remain active for several years. We also measured the influence of task difficulty and the relative frequency of rain, finding small but statistically significant and counterintuitive effects. Finally, we confirmed previous work showing that participation levels within the first month are highly predictive of eventual retention. We conclude with implications for observational citizen science projects and crowdsourcing research in general.

T-Cal: Understanding Team Conversational Data with Calendar-based Visualization

Understanding team communication and collaboration patterns is critical for improving work efficiency in organizations. This paper presents an interactive visualization system, T-Cal, that supports the analysis of conversation data from modern team messaging platforms (e.g., Slack). T-Cal employs a user-familiar visual interface, a calendar, to enable seamless multi-scale browsing of data from different perspectives. T-Cal also incorporates a number of analytical techniques for disentangling interleaving conversations, extracting keywords, and estimating sentiment. The design of T-Cal is based on an iterative user-centered design process including interview studies, requirements gathering, initial prototypes demonstration, and evaluation with domain users. The resulting two case studies indicate the effectiveness and usefulness of T-Cal in real-world applications, including daily conversations within an industry research lab and student group chats in a MOOC.

Content is King, Leadership Lags: Effects of Prior Experience on Newcomer Retention and Productivity in Online Production Groups

Organizers of online groups often struggle to recruit members who can most effectively carry out the groups activities and remain part of the group over time. In a study of a sample of 30,000 new editors belonging to 1,054 English WikiProjects, we empirically examine the effects of generalized prior work-productivity experience (measured by overall prior article edits), prior leadership experience (measured by overall prior project edits), and localized prior work-productivity experience (measured by pre-joining article edits on a project) on early retention and productivity. We find that (1)generalized prior work-productivity experience is positively associated with retention, but negatively associated with productivity (2) prior leadership experience is negatively associated with both retention and productivity, and (3) localized prior work-productivity experience is positively associated with both retention and productivity within that focal project. We then discuss implications to inform the designs of early interventions aimed at group success.