International Journal of e-Collaboration

The author discusses common method bias in the context of structural equation modeling employing the partial least squares method (PLS-SEM). Two datasets were created through a Monte Carlo simulation to illustrate the discussion: one contaminated by common method bias, and the other not contaminated. A practical approach is presented for the identification of common method bias based on variance inflation factors generated via a full collinearity test. The author's discussion builds on an illustrative model in the field of e-collaboration, with outputs generated by the software WarpPLS. They demonstrate that the full collinearity test is successful in the identification of common method bias with a model that nevertheless passes standard convergent and discriminant validity assessment criteria based on a confirmation factor analysis.

Knowledge management (KM) approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach, whereas others may be more receptive to the process approach. Although culture has been cited widely as a challenge in knowledge management initiatives, and although many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization, the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

The purpose of this study was to improve the understanding of virtual team leadership occurring within existing virtual teams in a range of organizations. Qualitative data were collected through comprehensive interviews with nine virtual team leaders and members from six different organizations. A semi-structured interview format was used to elicit extensive information about effective and ineffective virtual team leadership behaviours. Content analysis was used to code the interview transcripts and detailed notes obtained from these interviews. Two independent raters categorized results into themes and sub-themes. These results provide real-world examples and recommendations above and beyond what can be learned from simulated laboratory experiments. The four most important overarching findings are described using the following headings: 1) Leadership critical in virtual teams, 2) Virtual team meeting effectiveness, 3) Personalizing virtual teamwork, and 4) Learning to effectively use different media. These findings represent the most significant and pertinent results from this qualitative data and provide direction for future research, as well as practical recommendations for leaders and members of virtual teams.

Simpson's paradox is a phenomenon arising from multivariate statistical analyses that often leads to paradoxical conclusions in the field of e-collaboration as well as many other fields where multivariate methods are employed. This work derives a general inequality for the occurrence of Simpson's paradox in path models with or without latent variables. The inequality is then used to estimate the probability that Simpson's paradox would occur at random in path models with two predictors and one criterion variable. This probability is found to be approximately 12.8 percent, slightly higher than 1 occurrence per 8 path models. This estimate suggests that Simpson's paradox is likely to occur in empirical studies, in the field of e-collaboration and other fields, frequently enough to be a source of concern.