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Can Information Systems Foster Emotional Intelligence? A Design Theory-Based Approach, Richard J. Burkhard, Thomas A. Horan, Brian N. Hilton, Michael Leih
Can Information Systems Foster Emotional Intelligence? A Design Theory-Based Approach, Richard J. Burkhard, Thomas A. Horan, Brian N. Hilton, Michael Leih
Journal of International Technology and Information Management
Researchers in Information Systems (IS) have conducted extensive research into various kinds of collaboration systems over the last twenty-five years. A parallel stream of inquiry in psychology and management has developed research in organizational Emotional Intelligence, which contributes to the effectiveness of group interactions by increasing cooperation and reducing conflict. Collaboration systems present a special opportunity to introduce soft management functions such as Emotional Intelligence because they are designed as an intelligent channel of interaction between group members. This research used an Information Systems Design Theory approach to guide the integration of Emotional Intelligence functions into collaboration systems. Two artifact …
Using Computer Resources For Personal Activities At Work: Employee Perceptions Of Acceptable Behavior, Troy J. Strader, Lou Ann Simpson, Suzanne R. Clayton
Using Computer Resources For Personal Activities At Work: Employee Perceptions Of Acceptable Behavior, Troy J. Strader, Lou Ann Simpson, Suzanne R. Clayton
Journal of International Technology and Information Management
Employees use computer resources at work for personal activities and the implementation of countermeasures has not reduced this behavior. In this study we investigate the extent to which an employee’s ethical orientation and supervisory role have an impact on their perceptions regarding these behaviors. We find that employees assess acceptability using a utilitarian orientation. The more money and time involved in an activity, the more employees perceive them to be unacceptable. We also find that supervisors view these activities as less acceptable than do non-supervisor employees. Demographics have little to do with explaining perceptions. Research and managerial implications are discussed.