Individual Participation in Organizational Information Commons: The Impact of Team Level Social Influence and Technology-Specific Competence

Yuan Yu

77 citations0/0 files storedHuman Communication Research

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Knowledge Management and Sharing Technology Adoption and User Behaviour Information Systems Theories and Implementation

Abstract

This research extended earlier public goods research on individual incentives to use an organizational information commons that was based in Marwell and Oliver's (1993) collective action model. A revised theoretical model that incorporated team-level social influence and technology-specific competence was proposed. The model was tested using online survey data from 150 individuals in 13 work groups across 5 organizations. The research demonstrated that perceived team member behavior and technology-specific competence were positively related to individual use of intranets, over and above the collective level influences modeled in earlier research. These findings supported a more socialized model of individuals' motivations to participate in organizational information sharing via collective repositories and suggested that management could boost levels of intranet usage through group level social influence and technology-specific training.

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References

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2006Modeling the Structure of Collective Action1 This material is based upon work supported by the National Science Foundation under Grant No. 0352517. The authors are equal contributors to this article.2006Modeling the Structure of Collective Action 2007Group awareness and self-presentation in computer-supported information exchange 2007An interactional perspective on group awareness: Alleviating the information-exchange dilemma (for everybody?)2008Bureaucratic reform and e-government in the United States: An institutional perspective

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