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On Cooperative Behavior in Distributed Teams: The Influence of Organizational Design, Media Richness, Social Interaction, and Interaction Adaptation

Authors
  • Håkonsson, Dorthe D.1, 2, 3
  • Obel, Børge2, 4
  • Eskildsen, Jacob K.4
  • Burton, Richard M.5
  • 1 Department of Business Development and Technology, Aarhus University, Herning, Denmark
  • 2 Department of Management, Interdisciplinary Center for Organizational Architecture, Aarhus University, Aarhus, Denmark
  • 3 Department of Culture and Society, Interacting Minds Centre, Aarhus University, Aarhus, Denmark
  • 4 Department of Management, Aarhus University, Aarhus, Denmark
  • 5 Fuqua School of Business, Duke University, Durham, NC, USA
Type
Published Article
Journal
Frontiers in Psychology
Publisher
Frontiers Media SA
Publication Date
May 12, 2016
Volume
7
Identifiers
DOI: 10.3389/fpsyg.2016.00692
Source
Frontiers
Keywords
Disciplines
  • Psychology
  • Hypothesis and Theory
License
Green

Abstract

Self-interest vs. cooperation is a fundamental dilemma in animal behavior as well as in human and organizational behavior. In organizations, how to get people to cooperate despite or in conjunction with their self-interest is fundamental to the achievement of a common goal. While both organizational designs and social interactions have been found to further cooperation in organizations, some of the literature has received contradictory support, just as very little research, if any, has examined their joint effects in distributed organizations, where communication is usually achieved via different communication media. This paper reviews the extant literature and offers a set of hypotheses to integrate current theories and explanations. Further, it discusses how future research should examine the joint effects of media, incentives, and social interactions.

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