Ralph Schroeder
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780195371284
- eISBN:
- 9780199865000
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195371284.003.0004
- Subject:
- Psychology, Human-Technology Interaction
This chapter focuses on how people collaborate in various kinds of multi-user virtual environments. It begins by reviewing findings on distributed work and findings about problems in collaborating in ...
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This chapter focuses on how people collaborate in various kinds of multi-user virtual environments. It begins by reviewing findings on distributed work and findings about problems in collaborating in multi-user virtual environments, such as the limited field of view and in referencing objects. Next, it describes various trials which have compared how users perform the same task in different multi-user systems, including comparisons with face-to-face collaboration. Various combinations of systems, such as an immersive projection technology system linked to doing the task on a desktop computer, are also analyzed. A key finding that is reported is that an object manipulation task (putting together a Rubik's cube) can be done just as effectively by two people working at-a-distance in immersive projection technology systems as in a physical face-to-face setting. The chapter also discusses collaboration over longer periods in online virtual worlds.Less
This chapter focuses on how people collaborate in various kinds of multi-user virtual environments. It begins by reviewing findings on distributed work and findings about problems in collaborating in multi-user virtual environments, such as the limited field of view and in referencing objects. Next, it describes various trials which have compared how users perform the same task in different multi-user systems, including comparisons with face-to-face collaboration. Various combinations of systems, such as an immersive projection technology system linked to doing the task on a desktop computer, are also analyzed. A key finding that is reported is that an object manipulation task (putting together a Rubik's cube) can be done just as effectively by two people working at-a-distance in immersive projection technology systems as in a physical face-to-face setting. The chapter also discusses collaboration over longer periods in online virtual worlds.
Clay Spinuzzi
- Published in print:
- 2015
- Published Online:
- May 2017
- ISBN:
- 9780226236964
- eISBN:
- 9780226237015
- Item type:
- book
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226237015.001.0001
- Subject:
- Business and Management, Organization Studies
The way we work is changing. New information and communication technologies (ICTs) have enabled new forms of work organization—necessitating new ways to communicate, coordinate, and collaborate on ...
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The way we work is changing. New information and communication technologies (ICTs) have enabled new forms of work organization—necessitating new ways to communicate, coordinate, and collaborate on work. So, increasingly, we find ourselves working in temporary, loosely organized, specialist-heavy, project-oriented teams—all-edge adhocracies. And these adhocracies work very differently from bureaucratic hierarchies, which organized us throughout the 20th century. They have different strengths, weaknesses, and possibilities. This book examines different aspects of all-edge adhocracies: why they are needed, how they emerged, how they are structured, how they develop, how they interact with other kinds of work organization, and what they need to thrive. Throughout, the book grounds its discussion in case studies of all-edge adhocracies at work, helping readers to understand and apply the principles to their own organizations.Less
The way we work is changing. New information and communication technologies (ICTs) have enabled new forms of work organization—necessitating new ways to communicate, coordinate, and collaborate on work. So, increasingly, we find ourselves working in temporary, loosely organized, specialist-heavy, project-oriented teams—all-edge adhocracies. And these adhocracies work very differently from bureaucratic hierarchies, which organized us throughout the 20th century. They have different strengths, weaknesses, and possibilities. This book examines different aspects of all-edge adhocracies: why they are needed, how they emerged, how they are structured, how they develop, how they interact with other kinds of work organization, and what they need to thrive. Throughout, the book grounds its discussion in case studies of all-edge adhocracies at work, helping readers to understand and apply the principles to their own organizations.
Clay Spinuzzi
- Published in print:
- 2015
- Published Online:
- May 2017
- ISBN:
- 9780226236964
- eISBN:
- 9780226237015
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226237015.003.0009
- Subject:
- Business and Management, Organization Studies
How do all-edge adhocracies integrate their work across organizations, specialties, and locations? How do they make this work coherent and productive? The cases in this book have illustrated three ...
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How do all-edge adhocracies integrate their work across organizations, specialties, and locations? How do they make this work coherent and productive? The cases in this book have illustrated three ways that all-edge adhocracies do this, three integrations that provide these kinetic organizations with the stability they need in order to get anything done. Those integrations are: integrated writers, integrated writing, and the integration of distributed work. This chapter takes a close look at each of these three integrations, using examples from the cases throughout the book.Less
How do all-edge adhocracies integrate their work across organizations, specialties, and locations? How do they make this work coherent and productive? The cases in this book have illustrated three ways that all-edge adhocracies do this, three integrations that provide these kinetic organizations with the stability they need in order to get anything done. Those integrations are: integrated writers, integrated writing, and the integration of distributed work. This chapter takes a close look at each of these three integrations, using examples from the cases throughout the book.
