Abstract
Corporate mergers, global markets, reduced willingness to relocate, and the increased need to reorganize and respond dynamically — we are entering an era of distributed organizations and groups. New technologies are needed that enable distributed teams to work as though virtually collocated. This case study examines how one such technology, desktop conferencing with application sharing, is used routinely by four groups within a major company. We discuss differing and evolving patterns of use. A range of difficulties arising from impoverished communication are documented. Success factors are identified, focusing on the use of technology facilitation and meeting facilitation. We conclude by describing benefits possible with this merger of communication and application sharing, as well as the challenges of organizational change that may be needed to achieve the benefits.
D to main site: Does anyone in this room understand what he’s saying? Remote site: I do D: You’re not in this room Remote site: I’m in the global room
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Mark, G., Grudin, J., Poltrock, S.E. (1999). Meeting at the Desktop: An Empirical Study of Virtually Collocated Teams. In: Bødker, S., Kyng, M., Schmidt, K. (eds) ECSCW ’99. Springer, Dordrecht. https://doi.org/10.1007/978-94-011-4441-4_9
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DOI: https://doi.org/10.1007/978-94-011-4441-4_9
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