Everybody Needs Somebody: The Influence of Team Network Structure on Information Technology Use.
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| Title: | Everybody Needs Somebody: The Influence of Team Network Structure on Information Technology Use. |
|---|---|
| Authors: | Magni, Massimo1, Angst, Corey M.2, Agarwal, Ritu3 |
| Source: | Journal of Management Information Systems. Winter2012, Vol. 29 Issue 3, p9-42. 34p. 4 Black and White Photographs, 1 Diagram, 5 Charts. |
| Subjects: | Technology information services use studies, Social network theory, Management of teams in the workplace, Task performance, Management information systems, Information technology research |
| Abstract: | Team network structure has been shown to be an important determinant of both team and individual performance outcomes, yet few studies have investigated the relationship between team network structure and technology usage behaviors. Drawing from social network and technology use literature, we examine how the structure of a team's advice-seeking network affects individual use of a newly implemented information technology. We develop cross-level hypotheses related to the effects of the structure of mutually interconnected ties within the team (i.e., internal closure) as well as the structure of nonredundant ties outside the team boundaries (i.e., external bridging). The hypotheses are tested in a field study of 265 employees working in 44 teams in a large financial services institution. Results show that internal closure has a U-shaped effect on individual use such that individual usage of the system is higher when the number of internal advice-seeking ties within the team is low or high, suggesting that medium levels of internal closure are the least desirable network configurations because in such instances teams neither realize the benefits of high closure information sharing nor are they able to avoid in-group biases associated with low closure conditions. Our results also reveal that in addition to having a direct positive effect on individual use, external bridging interacts with internal closure in a complex manner. The U-shaped effect of closure is dominant when bridging is high but assumes an inverted U-shaped pattern when bridging is low. Several implications for managers follow from these findings. First, in order to increase usage of technology, in teams characterized by low internal closure, managers should encourage the development of ties across team boundaries. Second, managers should maximize within-team interconnections in order to facilitate the circulation of external knowledge within team boundaries. Finally, managers should be aware that maximizing internal closure by facilitating interconnections among team members could be dangerous if not accompanied by mechanisms for external bridging. [ABSTRACT FROM AUTHOR] |
| Copyright of Journal of Management Information Systems is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Engineering Source |
| FullText | Links: – Type: pdflink Text: Availability: 0 |
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| Header | DbId: egs DbLabel: Engineering Source An: 85985316 AccessLevel: 6 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Everybody Needs Somebody: The Influence of Team Network Structure on Information Technology Use. – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Magni%2C+Massimo%22">Magni, Massimo</searchLink><relatesTo>1</relatesTo><br /><searchLink fieldCode="AR" term="%22Angst%2C+Corey+M%2E%22">Angst, Corey M.</searchLink><relatesTo>2</relatesTo><br /><searchLink fieldCode="AR" term="%22Agarwal%2C+Ritu%22">Agarwal, Ritu</searchLink><relatesTo>3</relatesTo> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="JN" term="%22Journal+of+Management+Information+Systems%22">Journal of Management Information Systems</searchLink>. Winter2012, Vol. 29 Issue 3, p9-42. 34p. 4 Black and White Photographs, 1 Diagram, 5 Charts. – Name: Subject Label: Subjects Group: Su Data: <searchLink fieldCode="DE" term="%22Technology+information+services+use+studies%22">Technology information services use studies</searchLink><br /><searchLink fieldCode="DE" term="%22Social+network+theory%22">Social network theory</searchLink><br /><searchLink fieldCode="DE" term="%22Management+of+teams+in+the+workplace%22">Management of teams in the workplace</searchLink><br /><searchLink fieldCode="DE" term="%22Task+performance%22">Task performance</searchLink><br /><searchLink fieldCode="DE" term="%22Management+information+systems%22">Management information systems</searchLink><br /><searchLink fieldCode="DE" term="%22Information+technology+research%22">Information technology research</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: Team network structure has been shown to be an important determinant of both team and individual performance outcomes, yet few studies have investigated the relationship between team network structure and technology usage behaviors. Drawing from social network and technology use literature, we examine how the structure of a team's advice-seeking network affects individual use of a newly implemented information technology. We develop cross-level hypotheses related to the effects of the structure of mutually interconnected ties within the team (i.e., internal closure) as well as the structure of nonredundant ties outside the team boundaries (i.e., external bridging). The hypotheses are tested in a field study of 265 employees working in 44 teams in a large financial services institution. Results show that internal closure has a U-shaped effect on individual use such that individual usage of the system is higher when the number of internal advice-seeking ties within the team is low or high, suggesting that medium levels of internal closure are the least desirable network configurations because in such instances teams neither realize the benefits of high closure information sharing nor are they able to avoid in-group biases associated with low closure conditions. Our results also reveal that in addition to having a direct positive effect on individual use, external bridging interacts with internal closure in a complex manner. The U-shaped effect of closure is dominant when bridging is high but assumes an inverted U-shaped pattern when bridging is low. Several implications for managers follow from these findings. First, in order to increase usage of technology, in teams characterized by low internal closure, managers should encourage the development of ties across team boundaries. Second, managers should maximize within-team interconnections in order to facilitate the circulation of external knowledge within team boundaries. Finally, managers should be aware that maximizing internal closure by facilitating interconnections among team members could be dangerous if not accompanied by mechanisms for external bridging. [ABSTRACT FROM AUTHOR] – Name: AbstractSuppliedCopyright Label: Group: Ab Data: <i>Copyright of Journal of Management Information Systems is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.) |
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| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.2753/MIS0742-1222290301 Languages: – Code: eng Text: English PhysicalDescription: Pagination: PageCount: 34 StartPage: 9 Subjects: – SubjectFull: Technology information services use studies Type: general – SubjectFull: Social network theory Type: general – SubjectFull: Management of teams in the workplace Type: general – SubjectFull: Task performance Type: general – SubjectFull: Management information systems Type: general – SubjectFull: Information technology research Type: general Titles: – TitleFull: Everybody Needs Somebody: The Influence of Team Network Structure on Information Technology Use. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Magni, Massimo – PersonEntity: Name: NameFull: Angst, Corey M. – PersonEntity: Name: NameFull: Agarwal, Ritu IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 12 Text: Winter2012 Type: published Y: 2012 Identifiers: – Type: issn-print Value: 07421222 Numbering: – Type: volume Value: 29 – Type: issue Value: 3 Titles: – TitleFull: Journal of Management Information Systems Type: main |
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