The Leading Virtually Digest, October 31, 2008

friends

What: New York Times article on Facebook friends not meaning much in real life
Posts to which it is related: Fostering Ambient Awareness in Virtual Teams, Building Social Relationships in Virtual Teams
Bottom line: A while back Betsy discussed how social networking tools create ambient awareness and strengthen weak ties. I too blogged about how a blogger was able to create strong social bonds with her fans. In the NY Times article covered in this digest item we get a different viewpoint on social networking tools. The author had close to 700 Facebook friends and decided to organize a “real-life” party. Several friends responded that they will come. Many others said “maybe”. However, only one friend, whom the article’s author was meeting for the first time, showed up at the party! I think this article goes to show that technology (e.g., social networking technology) by itself does little to create meaningful social relationships. How one uses them as well as the situation in which they are used play an important role in the outcomes. The author admits to having workaholic irritability and wanting to be left alone. Should we be surprised that Facebook did little to help the author?

What: ReadWriteWeb article on influence in social media sites
Posts to which it is related:
Leading Virtual Communities: Do We Have the Answers?
Bottom line:
Because 10% of users on social media sites create 90% of content, many companies tend to discount the importance of online communities in reaching the average consumer. However, a recent study by Rubicon Consulting suggests that companies do so at their own peril because the active users (i.e., those who generate most of the content) are also the most likely to influence their peers’ buying decisions. Essentially, the study found that buying decisions tend to be driven more by online reviews than by newspaper articles, reviews by website editors, or advice from store employees. Only personal advice was more influential.

What: New York Times article on the negative effects of multitasking
Posts to which it is related:
The Leading Virtually Digest, September 29, 2008
Bottom line:
Switching among multiple tasks in short periods of time is common among those working virtually. However, as discussed in this article, psychologists, neuroscientists, and others are finding that such switching can lead to a great deal of stress and inefficiency. There are very few tasks where multitasking can help us. It may help, for instance, when we are engaged in a task requiring creativity by triggering different cognitive functions.

Article written by

Surinder Kahai is an Associate Professor of MIS and Fellow of the Center for Leadership Studies at the State University of New York (SUNY) at Binghamton. He has a B. Tech in Chemical Engineering from the Indian Institute of Technology (Bombay), an M.S. in Chemical Engineering from Rutgers University, and a Ph.D. in Business Administration from the University of Michigan. Surinder has an active research program on leadership in virtual teams, computer-mediated communication and learning, collaboration in virtual worlds, CIO leadership, and IT alignment. His research has been published in several journals including Data Base for Advances in Information Systems, Decision Sciences, Group & Organization Management, Journal of Applied Psychology, Journal of Management Information Systems, Leadership Quarterly, and Personnel Psychology. He is currently serving on the editorial boards of Group and Organization Management, IEEE-TEM, and the International Journal of e-Collaboration. He co-edited a Special Issue of Organizational Dynamics on e-leadership and a Special Issue of International Journal of e-Collaboration on Virtual Team Leadership. Surinder has won numerous awards for his teaching, including the SUNY Chancellor’s Award for Excellence in Teaching. Surinder has spoken on and consulted with several organizations in the U.S. and abroad on the topics of virtual team leadership, e-business, and IS-business alignment, and IS strategy and planning

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