View in EDS

FRAMING COMMUNICATION: HOW AGENDA ALIGNMENT AND MEDIA CAPABILITIES SHAPE PARTIALLY COOPERATIVE COMMUNICATION.

Saved in:
Bibliographic Details
Title: FRAMING COMMUNICATION: HOW AGENDA ALIGNMENT AND MEDIA CAPABILITIES SHAPE PARTIALLY COOPERATIVE COMMUNICATION.
Authors: Harrison, Andrew1 Andrew.Harrison@uc.edu, Windeler, Jaime B.1 Jaime.Windeler@uc.edu
Source: MIS Quarterly. Jun2020, Vol. 44 Issue 2, p771-807. 37p. 1 Color Photograph, 3 Diagrams, 8 Charts.
Subject Terms: *INFORMATION storage & retrieval systems, FRAMES (Social sciences), AGENDA setting theory (Communication), MEDIA effects theory (Communication), WIRELESS cooperative communication, FACE-to-face communication
Abstract: People frame their communications to suit their personal agendas, even when they are collaborating. However, most information systems (IS) literature assumes people working together have completely aligned agendas. The assumption of agenda alignment in prior research motivates our examination of how agendas and media capabilities influence communication performance. By relaxing the assumption of complete agenda alignment, we reconceptualize how media capabilities interact with communication processes to influence communication performance. We empirically test our model using a lab study with 712 participants interacting face-to-face or via virtual worlds on tasks with differing degrees of agenda alignment. We used a hierarchical linear modeling approach to test our hypotheses. Our results support the role of media synchronicity for explaining communication performance when agendas are aligned. However, our study shows that relaxing the assumption of agenda alignment changes communication in profound ways. We find that media synchronicity is insufficient for describing how media capabilities influence performance in partially cooperative communication contexts. Our findings reveal the importance of anonymity and communication framing when communicants’ agendas differ. [ABSTRACT FROM AUTHOR]
Copyright of MIS Quarterly is the property of MIS Quarterly and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Business Source Index
Description
Abstract:People frame their communications to suit their personal agendas, even when they are collaborating. However, most information systems (IS) literature assumes people working together have completely aligned agendas. The assumption of agenda alignment in prior research motivates our examination of how agendas and media capabilities influence communication performance. By relaxing the assumption of complete agenda alignment, we reconceptualize how media capabilities interact with communication processes to influence communication performance. We empirically test our model using a lab study with 712 participants interacting face-to-face or via virtual worlds on tasks with differing degrees of agenda alignment. We used a hierarchical linear modeling approach to test our hypotheses. Our results support the role of media synchronicity for explaining communication performance when agendas are aligned. However, our study shows that relaxing the assumption of agenda alignment changes communication in profound ways. We find that media synchronicity is insufficient for describing how media capabilities influence performance in partially cooperative communication contexts. Our findings reveal the importance of anonymity and communication framing when communicants’ agendas differ. [ABSTRACT FROM AUTHOR]
ISSN:02767783
DOI:10.25300/MISQ/2020/15062