Abstract
| Original language | English |
|---|---|
| Journal | Information Systems Journal |
| Volume | 28 |
| Issue number | 2 |
| Pages (from-to) | 318-339 |
| Number of pages | 22 |
| ISSN | 1350-1917 |
| DOIs | |
| Publication status | Published - Mar 2018 |
Bibliographical note
Published online: 27 January 2017Keywords
- Adaptation theory
- Conflict
- Inter‐organisational partnerships
- Virtual teams
Cite this
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Email Adaptation for Conflict Handling : A Case Study of Cross‐border Inter‐organisational Partnership in East Asia. / Lee, Joyce Yi‐Hui; Panteli, Niki; Bülow, Anne Marie; Hsu, Carol.
In: Information Systems Journal, Vol. 28, No. 2, 03.2018, p. 318-339.Research output: Contribution to journal › Journal article › Research › peer-review
TY - JOUR
T1 - Email Adaptation for Conflict Handling
T2 - A Case Study of Cross‐border Inter‐organisational Partnership in East Asia
AU - Lee, Joyce Yi‐Hui
AU - Panteli, Niki
AU - Bülow, Anne Marie
AU - Hsu, Carol
N1 - Published online: 27 January 2017
PY - 2018/3
Y1 - 2018/3
N2 - This paper explores the context of email‐based communication in anestablished but fragile, inter‐organisational partnership, which wasoften overlain with conflict. Drawing upon adaptation theory, thisstudy explores how participants adapt to the use of email to handleconflict. Extensive data were obtained during a 6‐month field studyof a case of cross‐border inter‐organisational collaboration in EastAsia. We observed that the individuals involved in the cross‐borderpartnership used email as a lean form of communication to stopcovert conflict from explicitly emerging. In contrast to prior researchon the leanness of email in managing conflict, we found that underthe described conflict situation the very leanness of emailwas appreciated and thus, exploited by those concerned tomanage the conflict situation. Specifically, we identified 4 keyconflict‐triggered adaptation strategies, namely, interactionavoidance, disempowering, blame‐protection, and image‐shelteringthat drove the ways in which email was adapted to maintainorganisational partnerships under conflict.
AB - This paper explores the context of email‐based communication in anestablished but fragile, inter‐organisational partnership, which wasoften overlain with conflict. Drawing upon adaptation theory, thisstudy explores how participants adapt to the use of email to handleconflict. Extensive data were obtained during a 6‐month field studyof a case of cross‐border inter‐organisational collaboration in EastAsia. We observed that the individuals involved in the cross‐borderpartnership used email as a lean form of communication to stopcovert conflict from explicitly emerging. In contrast to prior researchon the leanness of email in managing conflict, we found that underthe described conflict situation the very leanness of emailwas appreciated and thus, exploited by those concerned tomanage the conflict situation. Specifically, we identified 4 keyconflict‐triggered adaptation strategies, namely, interactionavoidance, disempowering, blame‐protection, and image‐shelteringthat drove the ways in which email was adapted to maintainorganisational partnerships under conflict.
KW - Adaptation theory
KW - Conflict
KW - Email
KW - Inter‐organisational partnerships
KW - Virtual teams
KW - Adaptation theory
KW - Conflict
KW - Email
KW - Inter‐organisational partnerships
KW - Virtual teams
UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954925615054
U2 - 10.1111/isj.12139
DO - 10.1111/isj.12139
M3 - Journal article
VL - 28
SP - 318
EP - 339
JO - Information Systems Journal
JF - Information Systems Journal
SN - 1350-1917
IS - 2
ER -