Studying organizational collaboration: lessons learned
Pages 23 - 26
Abstract
Motivation -- Understanding organizational collaboration requires thoughtful and flexible research strategies. This paper briefly addresses a newly developed framework for studying collaboration, and the implementation of that framework in a command and control domain. Results from the framework and lessons learned from studying collaboration in a field setting are discussed.
Research approach -- Observations, interviews, and surveys were used to collect data. These methods were pulled from The Socio-technical Readiness Evaluation and Assessment Model (STREAM), which is a newly developed model that provides a framework for studying organizational collaboration barriers and facilitators. Two military organizations were examined in the context of the STREAM framework.
Findings/Design -- Based on the data collected, several organizational collaboration barriers were identified including confusion about information flow, constant rotation of military personnel, and intense specialization in a particular job. The lessons learned from studying collaboration within an organization involved the ability to use different data collection methods to better understand the environment, the difficulty in developing collaboration metrics, and the complexity of organizational collaboration.
Take away message -- Identifying and implementing metrics for collaboration, setting up the appropriate preliminary meetings, and leveraging triangulation methods proved beneficial for studying organizational collaboration.
References
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Batt, P. J. & Purchase, S. (2004). Managing collaboration networks and relationships. Industrial Marketing Management, 33, 169--174.
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Briggs, R. O. (2006). On theory-driven design and deployment of collaborative systems. International Journal of Human-Computer Studies, 64, 573--582.
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Hattori, R. A. & Lapidus, T. (2004). Collaboration, trust and innovative change. Journal of Change Management, 4 (2), 97--104.
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Kline, T. J. B. & McGrath, J. (1999). A review of the groupware literature: Theories, methodologies, and a research agenda. Canadian Psychology, 40(3), 265--271.
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Lyons, J. B., Swindler, S. D., & White, J. A. (2007). Network Centric Warfare: Organizational collaboration as a key enabler. Manuscript submitted for publication.
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Ritter, J., Lyons, J. B., & Swindler, S. D. (2007). Large-scale coordination: developing a framework to evaluate socio-technical and collaborative issues. Cognition, Technology and Work. 9(1), 33--38.
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Sonnenwald, D. H. & Pierce, L. G. (2000). Information behaviour in dynamic group work contexts interwoven situational awareness, dense social networks and contested collaboration in command and control. Information Processing and Management, 36, 461--479.
- Studying organizational collaboration: lessons learned
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Published In
August 2007
334 pages
ISBN:9781847998491
DOI:10.1145/1362550
- Conference Chairs:
- Willem Paul Brinkman,
- Dong Han Ham,
- B. L. William Wong
Copyright © 2007 ACM.
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- The British Computer Society
- ACM: Association for Computing Machinery
- SIGCHI: Specialist Interest Group in Computer-Human Interaction of the ACM
- Interactions, the Human-Computer Interaction Specialist Group of the BCS
- Middlesex University, London, School of Computing Science
- European Office of Aerospace Research and Development, Air Force Office of Scientific Research, United States Air Force Research Laboratory
- EACE: European Association of Cognitive Ergonomics
- Brunel University, West London, Department of Information Systems and Computing
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Association for Computing Machinery
New York, NY, United States
Publication History
Published: 28 August 2007
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ECCE07
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- ACM
- SIGCHI
- EACE
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