When members of task groups communicate through computers instead of traditional means, much about the group could change: group structure, intensity of communication, interaction across physical barriers, and the work process. This Note probes these issues by reviewing a year-long field experiment among active workers and retirees planning a company's retirement policy. The study shows many effects of computer communication. Among other findings, the study shows that computer communication can help reduce barriers to social interaction in distributed work groups and can broaden leadership roles.
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