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IM and the Team Development Process

IM and the Team Development Process

I am looking for recent (published between 1/1/2002 and today) papers written on how instant messenger (IM) technology and its various uses help and hurt the Team Development Processs, especially within a formal business setting. I'm interested in the human impact and changes to team dynamics, especially a quantitative analysis of these.

Here are some links on the subject matter you requested. http://www-2.cs.cmu.edu/~jdh/collaboratory/research_papers/CHI_2002.pdf Introducing Instant Messaging and Chat into the Workplace. Herbsleb, J.D., Atkins, D.L., Boyer, D.G., Handel, M., & Finholt, T.A. (2002). In proceedings of ACM Conference on Computer-Human Interaction, pages 171-178, Minneapolis, MN, April 20-25. "We report on our experiences of introducing an instant messaging and group chat application into geographically distributed workgroups. We describe a number of issues we encountered, including privacy concerns, individual versus group training, and focusing on teams or individuals. The perception of the tool’s utility was a complex issue, depending both on users’ views of the importance of informal communication, and their perceptions of the nature of cross-site communication issues. Finally, we conclude with a discussion of critical mass, which is related to the features each user actually uses. More generally, we encountered a dilemma that imposes serious challenges for user-centered design of groupware systems." http://www-2.cs.cmu.edu/~jdh/collaboratory/research_papers/cscw-2002.pdf What is Chat Doing in the Workplace? Handel, M. & Herbsleb, J.D. (2002) Proceedings of ACM Conference on Computer-Supported Cooperative Work (CSCW), New Orleans, LA, pp. 1-10. "We report an empirical study of a synchronous messaging application with group-oriented functionality designed to support teams in the workplace. In particular, the tool supports group chat windows that allow members of a group to communicate with text that persists for about a day. We describe the experience of 6 globally-distributed work groups who used the tool over a period of 17 months. An analysis of use shows that the group functionality was used primarily for bursts of synchronous conversations and occasional asynchronous exchanges. The content was primarily focused on work tasks, and negotiating availability, with a smattering of non-work topics and humor. Nearly all groups were remarkably similar in the content of their group chat, although the research group chatted far more frequently than the others. We conclude with suggestions for future research, and a discussion of the place of team-oriented synchronous messaging tools in the workplace." http://www.radicati.com/cgi-local/brochure.pl?pub_id=153&part=head&subscr=&back_link=/single_report/index.shtml (links to an overview of the paper and ordering information) Corporate Messenging and Collaboration Deployment and Procurement Plans, 2002-2004 http://www.research.microsoft.com/research/coet/Grudin/ShortPapers/IM.pdf When Messaging Becomes Formal: Will IM Follow in the Footsteps of Email? T. Lovejoy and J. Grudin, 2003 http://ecommerce.lebow.drexel.edu/eli/pdf/HutEBKCommu.pdf Communication in complex information system development projects. eljko Hutinski, Neven Vr!ek, Goran Bubas, June 2001 http://www.cc.gatech.edu/fac/Gregory.Abowd/hci-resources/area-bok/papers/bradner.pdf Interaction and Outeraction: Instant Messaging in action : Bonnie A. Nardi, Steve Whittaker, Erin Bradner http://www.research.att.com/~stevew/IM-CSCW02-final.pdf The characters, functions, and styles of instant messaging in the workplace. By Ellen Isaacs, Alan Walendowski, Steve Whittaker, Diane J. Schiano & Candace Kamm November, 2002 ftp://ftp.research.microsoft.com/pub/ejh/interact2001.pdf Notification, Disruption, and Memory: Effects of Messaging Interruptions on Memory and Performance, E. Cutrell, M. Czerwinski, and E. Horvitz, July 2001