Virtuality, Technology Use, and Engagement Within Organizations

Matthew S. Weber, Heewon Kim

Research output: Contribution to journalArticlepeer-review

18 Scopus citations


Multinational organizations are turning to collaborative technology to enable virtual organizational structures. While collaborative technology provides distributed workers with new affordances to form relationships and share knowledge, collaborative technology also has complex, interwoven implications for virtual organizing. To disentangle these concerns, this study considers four key dimensions of virtuality—spatial dispersion, temporal dispersion, dynamic structure, and functional diversity—in relation to technology use and engagement with peers within an organization. Survey data were collected in a multinational organization that facilitates work through extensive use of collaborative technology. The results of structural equation modeling reveal connections between two dimensions of virtuality, use of collaborative technology and peer engagement in the organization. Findings suggest that understanding interactions in virtual organizations requires a more nuanced approach to virtuality and active management of technology implementation. Moreover, the findings demonstrate that managers need to actively manage the deployment of new collaborative technology by focusing on specific characteristics of work groups.

Original languageEnglish (US)
Pages (from-to)385-407
Number of pages23
JournalJournal of Applied Communication Research
Issue number4
StatePublished - Oct 2 2015
Externally publishedYes


  • Collaborative Technology
  • Social Network
  • Virtual Organization
  • Virtuality

ASJC Scopus subject areas

  • Communication
  • Language and Linguistics


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