Previous studies have focused mainly on individual IS use, while empirical evidence on collective IS use remains limited. Collective IS use involves interdependent instances of individual IS use within a common work process to fulfill collaborative work. This paper investigates the impact of collective IS use on collaboration performance, what form of collective IS use is efficient, and how to improve work efficiency. Drawing on coordination theory and taking a process perspective, we conceptualize two forms of collective IS use: asynchronous use and synchronous use. Objective data from a high-tech company reveals that asynchronous use improves work efficiency in terms of the time to complete a workflow, while synchronous use prolongs the time resulting in lower work efficiency. We further investigate the moderating role of worker repetitiveness, manager involvement, and task routineness. This study contributes to understanding collective IS use and offers guidance for optimizing collaboration process design.


Paper Number 1313; Track Governance; Complete Paper



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