Understanding the Impact of Collaboration Software on Product Design and Development
Information Systems Research
Journal of Management Information Systems
Consumer Perceptions and Willingness to Pay for Intrinsically Motivated Online Content
Journal of Management Information Systems
Making knowledge work in virtual teams
Communications of the ACM
Operationalization of technology use and cooperation in CSCW
Proceedings of the 2008 ACM conference on Computer supported cooperative work
A Meta-Theory for Understanding Information Systems Within Sociotechnical Systems
Journal of Management Information Systems
A social interaction analysis methodology for improving E-collaboration over the Internet
Electronic Commerce Research and Applications
Group norms, media preferences, and group meeting success: A longitudinal study
Computers in Human Behavior
IT infrastructure capabilities and IT project success: a development team perspective
Information Technology and Management
Let's Shop Online Together: An Empirical Investigation of Collaborative Online Shopping Support
Information Systems Research
Evaluating the value of collaboration systems in collocated teams: A longitudinal analysis
Computers in Human Behavior
The Level Paradox of E-Collaboration: Dangers and Solutions
International Journal of e-Collaboration
Information Resources Management Journal
The Influence of Attitude on the Acceptance and Use of Information Systems
Information Resources Management Journal
Proceedings of the 13th International Conference on Knowledge Management and Knowledge Technologies
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Although team-based work systems are pervasive in the workplace, the use of collaborative systems designed to facilitate and support ongoing teamwork is a relatively recent development. An understanding of how teams embrace and use such collaborative systems - and the relationship of that usage to teamwork quality and team performance - is critical for organizational success. We present a theoretical model in which usage of a collaborative system intervenes between teamwork quality and team performance for tasks that are supported by the system. We empirically validate the model in a setting where established teams voluntarily used a collaborative system over a four-month period to perform tasks with measurable outcomes. Our principal finding is that collaborative system use intervenes between teamwork quality and performance for tasks supported by the system but not for unsupported tasks.