Jack, Anthony Abraham. “
Culture Shock Revisited: The Social and Cultural Contingencies to Class Marginality.”
Sociological Forum 29, no. 2 (2014): 453-475.
Publisher's VersionAbstractExisting explanations of class marginality predict similar social experiences for all lower-income undergraduates. This paper extends this literature by presenting data highlighting the cultural and social contingencies that account for differences in experiences of class marginality. The degree of cultural and social dissimilarity between one’s life before and during college helps explain variation in experiences. I contrast the experiences of two groups of lower-income, black undergraduates—the Doubly Disadvantaged and Privileged Poor. Although from comparable disadvantaged households and neighborhoods, they travel along divergent paths to college. Unlike the Doubly Disadvantaged, whose precollege experiences are localized, the Privileged Poor cross social boundaries for school. In college, the Doubly Disadvantaged report negative interactions with peers and professors and adopt isolationist strategies, while the Privileged Poor generally report positive interactions and adopt integrationist strategies. In addition to extending present conceptualizations of class marginality, this study advances our understanding of how and when class and culture matter in stratification processes in college.
Jarvenpaa, Sirkka L., and Dorothy E. Leidner. “
Communication and Trust in Global Virtual Teams.”
Organization Science 10, no. 6 (1999): 791-815.
Publisher's VersionAbstractThis paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of “swift” trust, but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.
Jarvenpaa, Sirkka L., Kathleen Knoll, and Dorothy E. Leidner. “
Is Anybody out There? Antecedents of Trust in Global Virtual Teams.”
Journal of Management Information Systems 14, no. 4 (1998): 29-64.
Publisher's VersionAbstractA global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventy-five teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members’ perceptions of the other members’ ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members’ integrity, and weakest by perceptions of their benevolence. The effect of other members’ perceived ability on trust decreased over time. The members’ own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams’ electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of “swift” trust. The paper advances a research model for explaining trust in global virtual teams.