Testing the Interactivity Model: Communication Processes, Partner Assessments, and the Quality of Collaborative Work.

Author List: Burgoon, Judee K.; Bonito, Joseph A.; Bengtsson, Bjorn; Artemio Ramjrez, Jr.; Dunbar, Norah E.; Miczo, Nathan;
Journal of Management Information Systems, 1999, Volume 16, Issue 3, Page 33-56.
A major consideration in designing and adopting new communication technologies is their impact on communication processes and outcomes. One way to understand this impact is according to the principle of interpersonal interactivity. Findings from two investigations are reported here that address how properties of task-related communication conducted with differing interfaces relate to perceptions of interaction partners and the outcomes of their collaborative work. Study 1 manipulated the interface affordances of mediation, contingency, and modality richness. Study 2 examined the affordance of mediation. Results show that interfaces that promote higher mutuality and involvement lead to more favorable perceptions of partners' credibility and attraction, and those perceptions are systematically related to higher-quality decisions and more influence. Discussion focuses on the relation between user perceptions, design features, and task outcomes in human-computer interaction and computer-mediated communication.
Keywords: collaborative work; communication interfaces; computer-mediated communication; decision making; human-computer interaction; interactivity
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#203 0.176 communication media computer-mediated e-mail richness electronic cmc mail medium message performance convergence used communications messages face-to-face findings participants results work
#275 0.155 perceptions attitudes research study impacts importance perceived theory results perceptual perceive perception impact relationships basis significant positive reported common individuals
#181 0.134 outcomes theory nature interaction theoretical paradox versus interpersonal literature provides individual levels understanding dimensions addition foundation various understand productivity work
#188 0.114 processes interaction new interactions temporal structure research emergent process theory address temporally core discussion focuses area underlying deep structures way
#283 0.108 interface user users interaction design visual interfaces human-computer navigation human need cues studies guidelines laboratory functional developed restricted know guided
#8 0.074 decision making decisions decision-making makers use quality improve performance managers process better results time managerial task significantly help indicate maker
#265 0.060 collaborative groups feedback group work collective individuals higher effects efficacy perceived tasks members environment writing experiment did task intelligence compared