Dissertation/ Thesis
'Because of You, I Become Different': An Experimental Study of the Factors Influencing Social Facilitation Effect on Collaborative Performance of Virtual Teams
| العنوان: | 'Because of You, I Become Different': An Experimental Study of the Factors Influencing Social Facilitation Effect on Collaborative Performance of Virtual Teams |
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| Alternate Title: | 「因為有你，讓我大不同」—影響虛擬團隊產生社會助長效應相關因素之實驗研究 |
| المؤلفون: | Tzu-hui Chen, 陳姿惠 |
| Thesis Advisors: | Hsiang-ming Fang, 方祥明 |
| سنة النشر: | 2009 |
| المجموعة: | National Digital Library of Theses and Dissertations in Taiwan |
| الوصف: | 97 Since the globalization as well as progressive evolution of the internet technology, the boundary of enterprise activities has extended to worldwide marketing globally. Hence, the virtualization of teamwork becomes one of the features among most of the enterprises in a new era. When one stays in a team with the others, it is avoidable that one needs to interact and cooperate with the others as Triplett (1897) discovered the phenomenon by saying:“one’s capacity at work increases when staying with the others,” a phenomenon termed by the successive scholars as “social facilitation.” Based on researches in the past, scholars believe that the“social facilitation” has been a quite normal social phenomenon of teamwork, and furthermore “being observed or watched by others”does produce impacts on each individual (Chapman, 1974). However, these factors that show how the others might influence each individual and produce the improving effect are still complicated. Recent researches revealed the factors of how the others’presence improves the performance of simple jobs as well as becomes obstacles in performing well in difficult jobs. As a result, different scholars would define the“social facilitation” in different ways. The scholars with broader perspectives would define how the “social facilitation,”namely with “others’being present, produces both positive and negative perspectives in increasing and decreasing the job performance of each individual (Aronson, Wilson& Akert, 2003; Varlinskaya & Spear, 2006). In other words, implication of the influence of “the others’ being there” counts on the difficulties of the jobs to be performed. In addition, the results of Choi and Thompson reveal that the quite normally membership changes would bring significantly positive outcome of a team. Dunbar (1995) deems it is wise to redeploy a group member to improve the current knowledge exchange because it is easy for those working together for a long time to share the analogous information, which results in the decrease of the creativity as the negative factor for job performance. Hence, it is important to change the members of a team constantly in order to let them interact and exchange various knowledge for better sharing and teamwork. Since the performing mode working in the “virtual” and “real” teams is different, would the change of the members in the former affect the job performance as in the latter? There were not so many researches on the impacts of “social facilitation” on the virtual team in the past. As a result, this study aims to integrate the “social impact theory,” “drive theory,” “evaluation apprehension theory,” “distraction-conflict theory” as well as “attentional-overload theory” to investigate what used to be done traditionally by the observation of the virtual team in terms of the “audience environment,” difficulties of the jobs,” “the levels of social force” as well as the connection between the “change of members” and “social facilitation.” The study prefers to use TeamSpirit system to assist electronic brainstorming rather than experiment done in the past, in which the participants of the test would be brought to a laboratory. Through the system the virtual team would be observed, while solving the problems in performing jobs, to see whether their capacity as a team might be influenced by the “audience environment,” “social forces” and “membership change” or not, resulting in the “social facilitation;” or whether“job difficulty”as a moderator of the relationships between the team effects and “audience environment” as well as the team effects and “social forces.” This study, based on the research framework and five hypothesizes, would be performed in a two-stage experiment, with 69 university students as well as 23 teams to be investigated, by giving them the electronic brainstorming of job activities in order to examine the numbers of ideas devoted to job performance. The results of the experiment are as follows: 1. In applying “audience environment” alone, there is no significant difference and effective influence on the effect of “social facilitation.” 2. In applying “social forces” alone, there is no significant difference and effective influence on the effect of “social facilitation.” 3. While being watched, each individual would perform better for the easy job, but not for the difficult one. 4. Giving better evaluation on one’s performance would turn the easy job better, but not for the difficult one. 5. The change of the members of a team would result in more positive effect of “social facilitation.” To conclude, this study shows not only the implication of the academic research but also the practical suggestions in its application as well as the limitation of the research for the future study on the same subject matter. |
| Original Identifier: | 097PU005457027 |
| نوع الوثيقة: | 學位論文 ; thesis |
| وصف الملف: | 151 |
| الاتاحة: | http://ndltd.ncl.edu.tw/handle/qgw7bz |
| رقم الانضمام: | edsndl.TW.097PU005457027 |
| قاعدة البيانات: | Networked Digital Library of Theses & Dissertations |
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