This link has been bookmarked by 13 people . It was first bookmarked on 08 Jun 2008, by Deborah Fitchett.
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Denisa DarabantGarrett, R. K., & Danziger, J. N. (2007). IM=Interruption management? Instant messaging and disruption in the workplace. Journal of Computer-Mediated Communication, 13(1), article 2. [Online] http://jcmc.indiana.edu/vol13/issue1/garrett.html [Accessed 15 may 2009]
This article discusses on the negativity of instant messaging and how it causes interruption. Again this article stresses the negativity about instant messaging in the workplace. The article is backed up with statistical evidence which creates reliability to some extent. The two writers, James Danziger and R. Kelly Garrett are both from university and their aim of this report is to critically evaluate the true extent of how instant messaging create interruption. -
Maggie VersterSome scholars worry that Instant Messaging (IM), by virtue of the ease with which users can initiate and participate in online conversations, contributes to an increase in task interruption. Others argue that workers use IM strategically, employing it in ways that reduce interruption. This article examines the relationship between IM and interruption, using data collected via a (U.S.) national telephone survey of full-time workers who regularly use computers (N=912). Analysis of these data indicates that IM use has no influence on overall levels of work communication. However, people who utilize IM at work report being interrupted less frequently than non-users, and they engage in more frequent computer-mediated communication than non-users, including both work-related and personal communication. These results are consistent with claims that employees use IM in ways that help them to manage interruption, such as quickly obtaining task-relevant information and negotiating conversational availability.
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Hutch CarpenterSome scholars worry that Instant Messaging (IM), by virtue of the ease with which users can initiate and participate in online conversations, contributes to an increase in task interruption. Others argue that workers use IM strategically, employing it in ways that reduce interruption. This article examines the relationship between IM and interruption, using data collected via a (U.S.) national telephone survey of full-time workers who regularly use computers (N=912). Analysis of these data indicates that IM use has no influence on overall levels of work communication. However, people who utilize IM at work report being interrupted less frequently than non-users, and they engage in more frequent computer-mediated communication than non-users, including both work-related and personal communication. These results are consistent with claims that employees use IM in ways that help them to manage interruption, such as quickly obtaining task-relevant information and negotiating conversational availability.
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Adriana Lukas"Instead of conversations taking place at the convenience of the initiator, IM allows genuine social negotiation about whether and when to talk."
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Martin LindnerFor example, a recent ethnographic study in an IT support organization revealed that workers spent an average of just 11 minutes on a task before being interrupted or moving on to a new task, and more than half the interruptions (57%) were unrelated to th
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