Delays and interruptions: A self-perpetuating paradox of communication technology use

Authors:
Julie Rennecker;Lindsey Godwin
Affiliations:
Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, OH 44106, USA;Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, OH 44106, USA
Venue:
Information and Organization
Year:
2005

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Abstract

In contemporary knowledge work organizations, work is often accomplished through communication. Consequently, communication disruptions often translate into work disruptions. In this paper, we identify two types of communication disruptions with implications for the relative organization of work: delays and interruptions. Communication delays contribute to work disorganization when a worker is unable to move forward with a task due to insufficient information, while interruptions derail the flow of activities directed toward the accomplishment of a task. Communication technologies are often designed with the intention of improving work organization by reducing communication delays (first-order effect), but the use of these technologies may, in practice, inadvertently contribute to an increase in work interruptions (second-order effect). We illustrate these first and second-order impacts of communication media use in a descriptive model. Then, using this model as our point of departure, we draw on prior research on personal control, relationships, and organizational culture to offer testable propositions regarding likely worker responses (third-order effect) to either communication delays or interruptions with further implications for the organization of work. Our argument suggests that communication technology use may not result in either more or less organized work overall but, rather, may simply shift the locus of control over the flow of work.