Digitally-Enabled Collaboration

Digitally-Enabled Collaboration

My research in this area has aimed to understand the interaction between digital technologies and collaboration in small teams. This research has two primary foci. The first is on the nature of digital collaboration technology itself and how it shapes collaboration. The second focuses the structural features of teams (e.g., how members are distributed across time and location) and how they shape digitally-enabled teams’ ability to collaborate effectively.

Selected publications:

  • Magni, M., and Maruping, L. M. (2019). Unleashing innovation with collaboration platforms. MIT Sloan Management Review, (60:3), pp. 23-27.
  • Raghuram, S., Hill, N. S., Gibbs, J., and Maruping, L. M. (2019). Virtual work: Bridging research clusters. Academy of Management Annals, (13:1), pp. 308-341.
  • Magni, M., Ahuja, M. K., and Maruping, L. M. (2018). Distant but fair: Intrateam justice climate and performance in dispersed teams. Journal of Management Information Systems, (35:4), pp. 1031-1059.
  • Windeler, J. B., Maruping, L. M., Reimenschneider, C., and Robert Jr., L. P. (2015). E-profiles, conflict, and shared understanding in distributed teams. Journal of the Association for Information Systems, (16:7), pp. 608-645.
  • Maruping, L. M., and Magni, M. (2015). Motivating employees to explore and use collaboration technology in team contexts. MIS Quarterly, (39:1), pp. 1-16.
  • Magni, M., Maruping, L. M., Hoegl, M., and Proserpio, L. (2013). Managing the unexpected across space: Improvisation, dispersion and performance in NPD teams. Journal of Product Innovation Management, (30:5), pp. 1009-1026.
  • Alnuaimi, O., Robert, L. P., and Maruping, L. M. (2010). Team size, dispersion, and social loafing in technology-supported teams: A theory of moral disengagement perspective. Journal of Management Information Systems, (27:1), pp. 203-230.