Jordan B. Barlow

Not As Smart As We Think: A Study of Collective Intelligence in Virtual Groups

Abstract Organizations increasingly use virtual groups for many types of work, yet little research has examined factors that make groups perform better across multiple different types of tasks. Previous research has proposed that groups, like individuals, have a general factor of collective intelligence, an ability to perform consistently across multiple types of tasks. We studied groups that used computer-mediated communication (CMC) to investigate whether collective intelligence is similar or different when groups work using CMC. A collective intelligence factor did not emerge among groups using CMC, suggesting that collective intelligence manifests itself differently depending on context. This is in contrast to previous findings. Our results surface a need for more research on boundary conditions of the construct of collective intelligence. Our findings also have practical implications: managers should take care when organizing virtual group work because groups that perform well on one type of task will not necessarily be the groups that do well on other tasks

A new perspective on neutralization and deterrence: Predicting shadow IT usage

This study examines the role of neutralization and deterrence in discouraging employees from using Shadow IT: tools, services and systems used in an organization but not authorized by the IT department. Our study provides a unique contribution to the IT security literature by studying effects of neutralization on both intentions (self-reported) and actual behavior, as well as examining the role of shame as a mediator. We surveyed employees from four organizations and found that the “metaphor of the ledger” neutralization technique predicts Shadow IT intention and actual Shadow IT usage. We also find that neutralization and deterrence effects influence shame.

Emergent roles in decision-making tasks using group chat

Individuals assume roles in all aspects of life, including in computer-supported collaborative settings. The concept of roles is particularly interesting in settings where no formal roles are defined, as in self-managing virtual teams. In these settings, roles often emerge not only as a result of individual characteristics, but also as participants interact with each other and develop norms of behavior. Using role theory and speech act theory, this study explores the emergence of roles in computer-mediated decision-making groups, using chat transcripts from a lab experiment. Results indicate that four distinct roles emerge as individuals come together in decision-making groups using synchronous computer-mediated communication. These emerging roles have implications for virtual teams in research and practice.