The impact of social presence on team performance in social networking platforms

Next to the extensive use of social networking platforms (SNPs) for communication and relationship building with friends and relatives, SNPs are also increasingly used for enhancing collaboration at work. SNP usage at the workplace is fundamentally different and it is unclear how SNPs can improve collaboration as well as in what way their designs should be modified and adapted to collaboration settings. This research identifies specific SNP functions that enhance social presence as particularly beneficial for collaboration. Consequently, two designs of SNPs, one with high social presence and one with low social presence, are outlined and its impacts on collaboration are discussed. A framework is constructed that illustrates how social presence in SNPs can improve team performance through enhancing transactive memory within teams (intra-group collaboration) and relational capital across teams (inter-group collaboration). In addition, it is outlined how this framework could be evaluated in an experimental setting of teams working on a complex group task.

Efficient Team actions

Team is a widely represented phenomenon in sport. Despite this fact, sport psychology has yet to answers the question why some teams deliver more successful Performance and produce higher interpersonal satisfaction among athletes than others. While group cohesion, defined as "a dynamic process which is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs" (Carron, Brawley, & Widmeyer, 1997, p.°213) is considered to be one important factor contributing to performance, cognitive aspects of team performance depict a complementary view. More specifically, attitudes, efficacy beliefs, role understanding, common goals, and communication are present in any group of two or more people playing Sport together. The interactions between these cognitions and motivation, cohesion, performance, and satisfaction in teams sport is yet an under researched area in sport psychology. Reference Carron, A.V., Brawley, L.R., & Widmeyer, W.N. (1997). The measurement of cohesiveness in sport groups. In J.L. Duda (Ed.), Advances in sport and exercise psychology measurement (pp. 213-­226). Morgantown, WV: Fitness Information Technology.

Time pressure, social work stressors and blood pressure in a team of seven IT-workers during one week of intense work

Background. In the field of information technology (IT) time pressure is common. Working with tight deadlines together on the same task increases the risk of social stressors referring to tensions and conflicts at work. Purpose. This field study tested both the association of time pressure and social stressors with blood pressure during work. Method. Seven employees – staff of a small IT enterprise – participated in repeated ambulatory blood pressure measurements over the course of one week. Time pressure and social stressors at work were assessed by questionnaire at the beginning of the study. Results. Multilevel regression analyses of 138 samples revealed higher levels of time pressure to be related to marginally significant increases in mean arterial blood pressure at noon and in the afternoon. In addition, higher levels of social stressors at work were significantly associated to elevated mean arterial pressure in the afternoon. Conclusion. Findings support the view that threats to the social self play an important role in occupational health.