Computer-Mediated Communications in Organizational Settings

Abstract

Much of the research on communication media in organizations was and still is guided by a dominant paradigm emanating from contingency theory. It is argued that the contingency theory paradigm has proven to be inadequate, not only because of a wide range of anomalous empirical findings, but also because it has led to a limited view of computer-mediated communications (CMC) that constrains the creative application of this set of communication technologies. Two new theoretical approaches, critical mass and social influence models, are described that focus on the social context in which the communication technologies are embedded as a source of explanation for adoption, use, and impact. Finally, three avenues for extending existing theory are suggested: Researchers are encouraged to explore CMC systems as (a) an interorganizational communication medium, (b) one of a set of information services available over a telecommunications infrastructure, and (c) as a tool for achieving strategic organizational objectives and competitive advantage.

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