TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Technology: How the Changing Landscape of Office Space has Impacted Interpersonal
Relationships in Corporations

Felix DuChampt
Julia Oldham
Rhonda Stewart
Maegen Sweat
Pat Taft

Knight School of Communication

Queens University of Charlotte

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Abstract
The traditional office workspace consists of a centralized group of employees working
together towards a common outcome. Interactions among co-workers and managers are primarily
face-to-face with a very strict outline of common goals and rules. Technological advancements
have changed the spatial dynamic in the corporate workforce. E-mail takes precedence over
written communication, along with mobile phones and laptop computers that allow workers to
telework, which gives employees the ability to work in home based or virtual offices. A new
wave of communication has emerged through the instantaneous use of email and instant
messaging. Videoconferencing technologies including Skype, Facetime and screen sharing have
increased the feasibility of the use of virtual communication in the workforce. With face-to-face
communication no longer the only acceptable means of workforce communication, this study
addresses the question: How has technology and the changing landscape of office space impacted
interpersonal relationships in corporations? This study uses a questionnaire to poll employees
ages 20-50+. Employees are asked to express how they believe technology has changed
proxemics in the workforce. Finally, they are asked to consider how spatial elements affect job
satisfaction. The questionnaire has been arranged in the Likert style.

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Introduction
Over the past several decades technology has shifted the way people communicate and
interact in the workplace. It has forever altered the speed, versatility and content of information.
People communicate instantaneously and information is accessible at a level never experienced
by prior generations. Connections have become mediated through technology as opposed to faceto-face. Computers, cell phones and the Internet have changed the way information is received
and interpreted. Constant access to technology throughout most parts of the world has
established a global perspective around communication.
While these advances have affected the most personal practices of human life, the
workplace is not exempt from technologys influence. In the traditional workplace employee
ranking and self-worth were tied to proxemics, the study of spatial separation and its effect on
relationships. Communication was conducted face-to-face or through the telephone. Technology
has afforded a new wave of workplace communication by use of computers, e-mail and other
virtual methods. Organizations have downsized causing many employees to work from a home
office or connect through virtual meetings. Handwritten correspondence along with face-to-face
and telephone conversations are now being challenged with a quick dash of strokes across a
keyboard on media platforms such as emails, AIM, Facebook, Skype, or screen-sharing.
Written communication has become a vital part of the interaction between employees
who telecommute or work in a traditional office. As companies become global in scope, email
emerges as a valued form of communication unrestricted by time or distance. Interpersonal
communication suffers from the lack of nonverbal cues. In order to fulfill this human need of
face-to-face communication and thus avoid impersonal messages, emoticons were created.

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Emoticons allow the writer to express feelings and the receiver to associate meanings to the
message, thus setting the tone of an email and encouraging positive relationships.
Electronic mail is just one facet of technology-aided communication by which a variety
of unspoken messages can be conveyed. Communication hierarchy within organizations requires
careful consideration of who directly receives the message and who receives the message
through a cc, a bcc or even a forward. Private matters can become public issues with a
simple keystroke. The reply all has become a fast yet risky method of responding to a large
number of recipients. The instantaneous nature of email creates an expectant culture. Employees
have the liberty of providing quick responses and may also expect quick action. Technological
advancements may have enhanced communication methods, but have they improved employee
relations, productivity and workplace satisfaction?
Telecommuting, the act of working away from the office, has become prevalent in todays
workforce. According to a recent article in Time Magazine, 45% of the workforce telecommutes
part-time or full-time. Telecommuting reduces employee commute time, overhead cost and adds
to work productivity (Schawbel, 2012). While technology encourages telecommuting, there are
still some organizations that prefer the traditional work environment.
Yahoos Chief Executive Officer, Marissa Mayer, created controversy in February of
2013 when she announced that employees would no longer be able to work from home. The
companys Human Resources department supported Mayer by saying that face-to-face
interaction among employees boosts productivity and collaboration in organizations (Miller &
Rampell, 2013). Other companies such as Aetna and Bank of America have followed suit in
requiring employees in certain roles to return to the office (Miller & Rampell, 2013). On the
other hand, companies that have a strong technological base like Convergys are clinging tightly

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

to telecommunication. The dichotomy between innovation and productivity is the meat of this
issue. Innovation is perceived to require interaction while productivity is attributed to solidarity.
Programs such as Skype and Facetime have inundated organizations and changed the way that
communication occurs making it possible to easily collaborate locally, nationally, and globally.
With technology at the fingertips of so many companies, the spatial landscape in organizations
has drastically changed. The once coveted corner office has taken a backseat to spaces that dually
accommodate group collaboration and one-on-one interaction. To further understand the
direction that organizations are headed, it is vital to look at the connection between proxemics
and technology.
This study will look at how the advancement of technology has impacted communication
in the workplace. Of particular interest, these changes will be examined through the lens of
space, traditional and virtual, as well as visual and written communication methods. From a
Human Resources perspective, the information gathered is a useful tool for improving employee
relations, productivity and workplace satisfaction. In addition, this data may aid in increasing
effective messaging through strategic internal and external communication. Use of space in the
workplace has changed throughout the past two decades due to the adoption of multi-media
forms of communication. By communicating through a variety of digital platforms, the way
people work, create, and interact has altered the internal and external structure of organizations.
Technology provides cost savings, allows for consolidation of resources and offers
convenience for employees. The spatial shift has caused the loss of personal contact which may
lead to a decrease in trust, satisfaction, and collaboration within the organization. This study will
address the question: How has the changing landscape of office space impacted interpersonal
relationships in organizations?

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Literature Review
Telecommunication
As nearly half of the American corporate workforce telecommutes, companies are finding
themselves much more reliant on the use of technology. This has created differences in how
individuals work, where they work, and how much they work. Telework has been the subject of
research for scholars in recent years. Many researchers have studied job satisfaction by
examining loss of face-to-face communication and non-verbal cues, information sharing,
performance, power, conflict and office politics. According to Fonner and Michael (2010),
telework is related to higher job satisfaction and provides a variety of positive employee
outcomes (Fonner & Roloff, 2010).
Their research challenged the validity of face-to-face interaction and explored the
benefits of telecommunication. Eighty-nine remote workers and one hundred and three
traditional employees were given online surveys. The study was governed by following six
measures: work arrangement, work-life conflict, stress from interruptions, organizational politics,
job satisfaction, and information exchange. Results concluded that teleworkers experienced less
work-life conflict meaning their work was less likely to interfere with their personal
responsibilities. They also felt less stressed because they were not constantly faced with daily
interruptions in the form of meetings and casual conversations. Telework also limited the
exposure to office politics and power plays (Fonner & Roloff, 2010).
All of these factors reduce stress and increase job satisfaction. On the other hand, it is
important to look at information sharing. When employees feel they are receiving information
they desire and need, they are more satisfied. Dissatisfaction and frustration occur when
employees perceive the information they are receiving is not sufficient. Relying on technology

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

alone for information reduces the teleworkers need to communicate synchronology and the
ability to exchange information using all the human senses. Telework cannot only reduce the
flow of information, but also the timeliness and quality of information. Teleworkers job
satisfaction may be negatively affected by this limitation to frequent and quality information
exchange.
Satisfaction is said to be dependent upon the process of information structuration within
the organization (Rosenfeld, Richman, & May, 2004). There must be structures in place to
distribute sufficient information about all decisions that affect employees and the organization.
Insufficient information causes uncertainty and ambiguity and other organizational problems
including a decline in job satisfaction. Teleworkers were more satisfied with pay and co-workers
when they understood how and why raises were administered and how they were tied to
organizational policies as well as personal performance (Rosenfeld et al., 2004).
Similar organizational goals may be established, but to alleviate work-related
disintegration it is also important to offer strong task oriented communication, informal
socializing, advice giving and advice getting (Rosenfeld et al., 2004). Success is dependent upon
social relationships that bind employees together (Baker, 1992). This research coincided with
Fonner and Roloffs findings that teleworkers were more satisfied with their level of autonomy
and lack of work pressure.
For many years society has subtly shifted from industry to information. Lately it seems
that individuals are inundated by technology and its demand to be constantly connected. As a
result of these technological strides, flexibility in the workplace is rapidly gaining popularity.
Once upon a time telecommuting was for the ideal worker, a person who had intense personal

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

and professional obligations. Telecommunication has evolved into a business initiative, cutting
costs and encouraging versatile work practices.
Eric Hill and colleagues designed a study to assist IBMs diverse workforce with
achieving an acceptable balance between employees professional and personal lives. An online
survey was given to 25,822 individuals all over the world. The study measured employees
perceptions of telework, compared three work locations (virtual, office based, and home based),
and performed an analysis of the location to determine its encouragement of work-life balance.
Results stated that 93% of telecommuters indicated that telecommuting has a positive impact on
their productivity. Virtual workers reported a higher job motivation and career opportunity than
office based workers. Home based workers have more job motivation, retention, career
opportunity, and work-life balance than traditional office workers. Virtual workers have the
lowest job performance and the lowest work-life balance. Ironically, home based workers
averaged longer work hours than both virtual and traditional office workers. Home based
workers and virtual workers indicated that telecommuting has increased productivity on the job.
The results from this study disagreed with findings from other studies. It is possible that this was
caused by the long time telecommunication culture of IBM. In conclusion, this study explains
that telecommunication encourages employees to achieve work-life balance while maintaining
positive occupational performance (Hill, Ferris, & Martinson, 2003).
The Way We Work Now
Jeremy Hazlehurst (2013) explores the idea of the diminishing need for a centralized
workforce, and how that has changed since the 18 century. In earlier times, the workplace not
th

only served as place of work for employees, it also served as means of interaction and created

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

status for individuals. In order for someone to go to work in a centralized area, or in an office
building, it meant the person was successful and was fulfilling a basic need to work and provide.
With the advancements of technology and telecommuting, or working away from the centralized
office, Hazlehurst says there is a diminishing division of home life and work life. According to
Kim Brown of the Tulsa World Newspaper, working from home is becoming less of a trend and
more of a way of life. Men and women are both realizing that technology and our society are
allowing us to work when and where we want to (Brown, 2009) .
As the need for all employees to work in a centralized area decreases, many corporations
see telecommuting as a way of saving money, time and resources (Hazlehurst, 2013). In the early
1990s IBM allowed their employees to work remotely, and now almost 45% of their workforce
telecommutes. The culture at IBM has shifted with the introduction of video conferencing tools
such as Skype.
Technology has led to the flattening of hierarchy and leadership in organizations. The
pace and uncertainty of the modern world demands a more agile and responsive corporate
structure. Its one focused on serving the customer rather than preserving the ranks and status of
its component parts (Hazlehurst, pg. 47, 2013). According to Hazlehurst (2013), as
telecommuting increases so does the need for a large workforce. Top-earning companies such as
Twitter have fewer than 1,000 employees and Pinterest has fewer than 50. Hazlehurst claims that
humans are naturally social creatures and habitually need face-to-face communication in the
workforce.
Workplace Relationships
Communication media such as email, cellphones, and teleconferencing have been heavily
affected by societys technological storm. These mediums, known as Information

TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Communication Technologies (ICTs), are used regularly in professional organizations (Sias,

Pedersen, Gallagher, & Kopaneva, 2012). ICTs allow individuals to be constantly connected to
others. Other researchers argue that accessibility of ICTs have led to a decrease in face-to-face
(F2F) interaction. While some see F2F interaction as old school, others still revere it as the
most effective form of communication. This argument is particularly interesting when discussing
friendships in the workplace. These relationships are generally ones of choice, bonded by
similarities in personality. ICTs can limit opportunities for F2F communication, causing
individuals to have to be more intentional about the initiation and maintenance of their
relationships in the workplace.
Sias et al. (2012) identify two game changers in the way workplace friendships develop.
Mentioned above, ICTs allow employees to telecommute, which puts distance between coworkers. In fact, 20% of North Americans telecommute as a part of their jobs (Sias et al., 2012).
Secondly, the workplace is comprised of varied generations, from baby boomers to Generation Y.
This creates an ideological and technological gap that caused Sias and colleagues to be curious
of the most important factors present in the initiation of work relationships. The four values are
personality, shared tasks, similarity, and proximity (Sias et al., 2012).
An online survey was given to 145 full-time employees at different organizations across
the country (Sias et al., 2012). The survey disclosed the frequency of communication within the
friendship, ranked the importance of different communication methods, measured the importance
of workplace friendships, and rated the quality of the communication. Participants were also
asked to estimate the percentage of time they spend telecommuting. The results follow in order
of importance: personality, similarity, shared tasks, proximity. Employees felt that personality,
similarity, and shared tasks far outweigh the proxemic dynamic in initiation of relationships. Sias

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and colleagues concluded that the technological shifts in the workplace have not affected the
initiation and maintenance of friendships. In fact, researchers say that these mediums encourage
friendships by providing varied ways to communicate that are comfortable for each generation
(Sias et al., 2012).
Communication Patterns in Virtual Organizations
Weisenfield (1999) and colleagues say that while recent virtual technological advances
weaken organizational ties since there is a lack of spatial structure, the fundamental glue of
organizations in the virtual world is communication. In many organizations, working in an office
is no longer necessary, especially when the job can be performed while traveling, using mobile
devices or other means of communicating virtually. Weisenfield (1999) agrees that in the
traditional workforce there are many elements that create a shared working environment
including dress codes, shared languages, and even organizational charts that help distinguish
groups and hierarchy (Weisenfield, 1999). In a virtual workforce, this is less prevalent, or even
non-existent. The question arises, how do employees identify themselves organizationally in a
virtual workforce?
Weisenfield (1999) suggests communication is critical in a virtual workforce and it is
important that each employee form a self-identify in the organization. With a healthy selfidentity, employees develop a sense of belonging and cohesiveness to the organizations rules,
processes and goals. With telecommuting it is difficult for organizations to manage workers who
communicate virtually. It is suggested that without the pressing need for constant management,
employees that have a strong identification in the workforce build interpersonal trust and align
their goals with the organization.
Virtual workers communicate through email, telephone and other types of virtual
communication like Skype and Facetime, allowing workers to see who they are communicating
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with virtually. Using these methods of communication in the workforce allow information to be
shared instantly, however it also can diminish the hierarchy scale and promote more sense of
equality (Weisenfield, 1999).
Researchers Neville Meyers and Greg Hearn cite that a frequent complaint among
teleworkers is the lack of information communicated. This difficulty with communication has a
detrimental effect on work performance and job satisfaction (Myers & Hearn, 2007). According
to this research, technology needs three things in order to meet the communication needs of
teleworkers: provide for overall means by which teleworkers stay connected to their office;
allow for expansion of actual task and allow teleworkers more control over work outcomes
(Myers & Hearn, 2007). Another factor affecting job satisfaction is the need to feel a sense of
belonging to an organization. The loss of fixed space and face-to face contact can create a
sense of isolation. In fact, 60% of the respondents to a survey they conducted felt isolation to be
the principal disadvantage of telework. Fifty-six percent of respondents thought that socializing
with co-workers was important, but only 21% deemed it very important. Interestingly, 71% of
those surveyed chose to get their information from the grapevine as opposed to formal sources.

A study performed by Diane-Gabrielle Tremblay (2003) revealed that the top three
disadvantages of telework were isolation, absence of colleagues and workload. Conversely,
motivation, conflict between work and family, and technology speed issues were much less of a
concern. On average twenty five percent of the persons surveyed reported no disadvantage to
telework (Tremblay, 2003). This study confirms Fonner and Roloffs research that teleworkers
have less work-life conflict, which can lead to satisfaction.

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Proxemics and Face-to-Face Interaction

Technology is responsible for a shift in the way individuals communicate personally and
professionally. Todays workplace focuses on telecommuting, group collaboration, and
implementation of various forms of media. With these advancements on the rise, one might think
that F2F interaction is becoming extinct. On the contrary, F2F is still preferred, especially when
considering teamwork. Researchers Stryker and Santoro (2012) set out to discover how the
structure and visibility of workstations influence F2F communication. They hoped to answer
how the physical workplace could be designed to facilitate F2F communication.
The researchers began the study by observing the physical design of workspaces at two
technology and science organizations in the United States. Several observations were reached
through this preliminary observation. First, the type of workstation must be taken into account.
An open workstation encourages group collaboration, while a closed workstation causes its
inhabitants to be more intentional about engaging in group opportunities. Secondly, the position
of the workstation is of concern (Stryker & Santoro, 2012). Is the office located in a high traffic
area without doors and partitions? If so, high visibility is a positive facilitator for F2F
communication. Closed offices are separated from others and do not have windows or glass
partitions. These offices usually are low visibility, which discourages F2F interaction. Stryker
and Santoro identified the two main factors affecting F2F communication as openness and
location. Preliminary research was concluded by the study of centers of gravity, or common
areas, at apartment complexes. Stair wells, laundry rooms and foyers are examples of commonly
used spaces that foster F2F communication. Centers of gravity in the workplace are break rooms,
elevators, and lobbies. The researchers suggest that organizations implement these into their

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design in order to inspire employees to venture out and communicate with one another face to
face (Stryker & Santoro, 2012).
Staff members from both organizations volunteered to complete a questionnaire to
determine demographics, leadership roles, and personality. The results yielded that visibility has
more an effect on F2F communication than openness of the workspace. Headcount density is
understood as the number of individual at a workstation with a 10 meter radius of one another.
Employees with high visibility offices and high headcount density report more F2F
communication than those with low headcount density and low visibility offices. Individuals
with more opportunities for group collaboration reported a higher percentage of F2F interaction
than those with low opportunities for group collaboration. In fact, those with visible and open
workspaces reported a higher percentage of F2F communication than employees with closed
offices. Studies done in the past have not focused on location and visibility of workstations.
Stryker and Santoro recommend that organizations convert closed meeting spaces to open and
expand the number of informal meeting spaces (Stryker & Santoro, 2012). This will provide
more opportunities for group collaboration, which increases F2F interaction.
Space and Its Effect on Job Satisfaction
Chris Baldry (1999) researched fixed space (physical building) and semi-fixed (furniture
and decor) and its effect on employees behaviors, rules, cue, boundaries and hierarchy. He claims
that the allocation of space displays non-verbal hierarchical cues (Baldry, 1999). If environment
has power and fixed and semi-fixed factors are removed through telework, then Fonner and
Roloffs conclusion that teleworkers are less stressed due to lack of power struggle is validated.
Margaret Menge discussed the effect of a decision by U. S. News and World Report to move all
writers to cubicles without windows. Management and manufacturing employees remained in

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offices with windows. This shift in proxemics created a power play in the office. Writers felt as
if this was a demotion in job status. The writers claimed that the four walled cubicles also pushed
in on their imagination (Menge, 2005). The allocation of space as a definer of status of power
validates Baldrys claim that space displays non-verbal hierarchal cues.
According to Ballard and Inman (2009), the proliferation of cubicles and use of
technology has created a need for low-tech procedures in order to manage productivity and job
satisfaction. The privileged closed door practice has been replace by a perpetual open door
and contributed to unexpected interruptions. Some organizations have color-coded systems to
respect the time constraints of co-workers. For example, different colored coded pieces of paper
indicate availability. Red may mean, Please do not disturb" and yellow may signify, Please do
not disturb unless important - returning emails to clients. Other organizations have instituted
quiet times where entire blocks of time have been allocated where group members were not to
interact with each other in order to minimize interruptions and increase productivity (Ballard &
Inman, 2009). This research validates the need for uninterrupted work time and its advantages
for teleworkers discussed by Fonner and Roloffs (2010) response.
Telework Liability
Telecommuting is on the rise and more organizations are trading the traditional workplace
for one of flexibility and convenience. Even the United States government is jumping on board
by producing bills that encourage telecommunication. While employees are given new freedoms,
employers are subjected to a new kind of liability. Gina Genova (2010) took particular interest in
the liabilities that employers are now facing.
The first liability lies in after-hours business communication. The accessibility provided
by smartphones enables individuals to work anytime, anywhere. While some employees see this

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as a symbol of their worth and importance, others take the device as a symbol that they should
always be reachable. The second liability comes into play with the concept of a company car.
Some employers are now held responsible for accidents their employees have while driving a
company vehicle. According to Genova (2010), even if the employee is not in route to or from
work, several cases have incriminated the employer by assuming that the accident happened
during the hours of employment. Employers are required to prove this is not the case in order to
escape responsibility for the accident. Portable storage devices have created a new type of
liability for employers. If these devices are lost or stolen or operated on a public computer,
confidential information is at risk. If a breach occurs, the employer is held accountable for the
release of the device.
Employers and Human Resource Departments are challenged with compensating
employees for work that is done within the scope of employment (Genova, 2010). This includes
work completed after hours or on a mobile device. For protection, organizations must set up
boundaries regarding telecommunication. The location, the time frame, and the expectations
must be clearly defined before the work takes place. In conclusion, employers must accept the
risks taken by encouraging employees to work in remote locations.
Information Communication Technologies
Information Communication Technologies (ICTs) such as email and mobile phones led
the way for telecommuters by providing a means of communication that does not involve faceto-face interaction. Recently instant messaging has also become a prevalent means for workers to
communicate with others in their department or organization. As telecommuting in the workforce
becomes more visible, the means by which employees communicate with others follow suit,
including options such as video conferencing and webinars.

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According to Mongeluzo (2013) approximately 10 years ago video conferencing was only
available to large companies. Presently, video conferencing and other forms of virtual conference
chat such as FaceTime and Skype are available to the general public. Many telecommuters use
these technologies daily to communicate with others at their organization. FaceTime and Skype
allow for communication to be personal and gives telecommuters a traditional sense of
belonging. Google has invented a way for the general public to visually connect with the newest
version of Google + Hangouts. Completely free, Google + Hangouts allows for up to 10 different
users to be teleconferenced in. They are able to share different links, Youtube videos, and other
forms of virtual communication (Mongeluzo, 2013).
Ovoo, a form of virtual communication, allows users to videoconference with up to 12
different people. Employees may also leave visual voicemail and send instant messages. Skype
must be downloaded between users, but is compatible with mobile phones, computers and
tablets. Skype also gives users the ability to make telephone and teleconferencing calls and to
instant message their colleagues (Mongeluzo, 2013). These forms of media provide ease for
telecommuters and offer a sense of self-identity to individuals within an organization. While this
can help to bridge the gap in organizations, it also allows for workers in customer service or sales
positions to communicate with their clients from different locations.
With the emergence of new technology, telecommuting is becoming a popular
communication practice for organizations all over the world. While video conferencing ICTs
connect individuals locally and globally, an integral part of face-to-face communication is still
missing.
Leadership in a Virtual Workforce

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With all of the technological advances in the workforce and the omnipresence of
telecommuting, leadership development has also taken a shift. Dennis et al. (2013) takes a look
at how the change in proxemics of the workforce towards a virtual mediated style of
communication affects leadership styles. As more companies expand across state lines, time
zones and even internationally, leaders must develop training styles in order to accommodate the
telecommuting employee.
A poll conducted by the ASTD Forum identifies critical leadership skills as the ability to
establish and meet metrics for projects, goals and directions with a constant focus on the big
picture, work with a high degree of complexity and promote organizational commitment (Dennis
et al., 2013). In leading a virtual team, leaders should use process facilitations skills for meetings,
monitor team progress over time, balance work and life based on 24/7 accessibility and establish
trust in a diverse environment with multiple cultures. Employees and leaders have to rely on
technology and must adapt quickly to what they learn (Dennis et al., 2013).
The most common problems associated with telecommuting are feelings of isolation. In
order to combat this, effective leaders are using videoconferencing including Skype, FaceTime
and screen sharing (where one person can take over anothers computers screen no matter how
far away they may be). Not only does this aid employees and leaders when it comes to training, it
also helps to promote a sense of belonging and self-identity to the organization.
Dennis and colleagues say that certain events promote a healthy team atmosphere.
Examples of these events are face-to-face meetings, scheduled celebrations, extensive use of
social media and frequent videoconferencing utilizing Skype and FaceTime. When it comes to
leadership, the essentials appear to remain the same in a traditional workforce, however, there
needs to be more emphasis on goal setting, protocols and deadlines.

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The introduction of technology in the workplace has changed the physical location
(space) of work for many employees. The advancement and proliferation of technology has
allowed for telework and the reduction of office space. Telework is defined as work where
employees use technology to accomplish their work at a location other than a traditional office or
physical shared space (Fonner & Roloff, 2010). Telework offers a high degree of flexibility for
most employees and is cost effective for employers. This new way of operating offers
researchers the opportunity to evaluate job satisfaction differences based on where workers are
physically performing their responsibilities.Visual communication has been aided by technology
and written communication is no exception.
Email Communication
Throughout history, communication has evolved slowly from the first use of written
language around 4000 BC to the first recorded email in the 1970s (Bowman & Klopping, 1999).
Businesses started using email communication in the mid-1990s, but now nearly all
organizations engage in some form of virtual communication. Email, considered the first
technologically enhanced form of communication, emphasizes the written form of language.
According to Bowman and Klopping (1999), writing allows for precision of expression and
logic. As writing can be a minimalistic means of transferring information, it is more efficient
than verbal communication. While speech becomes cluttered with expressions, written messages
can avoid such added components.
The efficiency of email has enhanced the way in which organizations operate. The current
working generation views work as something you do, not someplace you are (Johnson, 2009,
para. 2). More employees are choosing a non-traditional work style to create a better work-life
balance. Advancement in technology has reduced the need for employees to be in the office, thus

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altering the actual location of employees. Email, not reliant upon proxemics, has become an
efficient communication tool for companies whose employees may work anywhere internet
service is available (Hemby, 2010).
Technology enhanced communication, such as email, permits simultaneous
communication with large numbers of employees (Hemby, 2010). This efficiency reduces the
cost of printing, mailing and even telephone charges, and ensures the delivery of the message to
the intended recipient. Although email can be an excellent form of communication for distance
workers, some choose email for its efficiency within the office (Changing the Way We Work,
2008). When comparing a traditional work setting, where all employees are present within an
office, to a technology enhanced workplace, information transfer can be an issue. If a team
member leaves, that persons files must be physically moved to another employee. Through
email all documents can be shared in virtual space, so the team does not lose access to the
information of the departed member. In traditional work settings, discussions are often done in
face-to-face meetings that take time to organize and execute. Email facilitates faster decision
making and lessens the need for face-to-face meetings (Changing the Way We Work, 2008).
Communication technology allows access to ideas beyond the office walls and encourages
collaboration without the restrictions of space.
Although many advantages of email communication exist in todays work environment,
many unintended consequences arise. Without proper attention paid to how a message is worded,
email can encourage miscommunication and thereby create dysfunction within a work team.
Although email has allowed for easier distance communication, email blunders can lead to
missed opportunities, misunderstandings, damaged relationships, erroneous decisions, and legal
liability (Hemby, 2010). An employees unintended meaning can be misconstrued and then

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followed by an inappropriate response or reaction. Email messages must have a distinct purpose
and effective strategy for communicating information (Weinstein, 2009). According to a study
by Weinstein (2009), companies can lose several hundred thousand dollars per year due to
miscommunication caused by email messages. Another disadvantage of email is the sheer
amount of information that is transferred between coworkers. Information overload can cause
high levels of stress within a company when all employees feel that a response is required from
every email.
With regards to management, the loss of face-to-face contact between employees can
create a loss of trust. Employees who work outside of the office feel that clear and consistent
communication from their manager is critical to their productivity and engagement within the
company (Hemby, 2010). Mobile workers need to have their emails acknowledged and rely on
corporate email to remain connected to the workplace and their colleagues. Without that
connection, mobile workers find themselves feeling isolated and their performance suffering
because of the absence of support that occurs naturally for office based workers (Hemby, 2010,
para.107). Workplace relationships may suffer when the only communication between employees
exists through digital platforms such as email. As social creatures, humans have a need to be in
the presence of one another to fully develop quality relationships.
Email communication involves the legal ramifications of its use in the workplace. An
organization needs to develop policies to limit the companys liability and must share those
policies with all employees within that organization. Due to the global nature of email,
legislation and enforcement governing activities on the Internet remain poorly defined (Everett,
Paynter, & Wong, 2006). A company needs to establish its own policies to ensure the safety of its
employees and to achieve job satisfaction. Organizations must carefully consider the benefits of

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

adding mobility to their workforce while considering the liability as well (Hemby, 2010). Once
an email is written and sent, it becomes practically impossible to eliminate. As a result of the
privacy issues and the crossover between personal emails and business emails, accessibility of
this information could be detrimental to the employees status within the company.
As the prevalence of email communication increases within organizations, employers must
analyze the benefits, disadvantages and consequences of misuse. Through careful consideration
of message creation, strategic and intentional sending, and proper structuring of organizational
polices, email communication can be a successful tool in the work environment.
Emoticons / Emotions in written communication
Written communication through computers has been studied for the past two decades due
to the rise of Computer Mediated Communication (CMC). Some researchers found CMC helps
users maintain close interpersonal relationships (Kujath, 2011). Studies have suggested that
CMC, when used as a complement to face-to-face interaction, benefits the maintenance of
interpersonal relationships (Kujath, 2011). However, other scholars suggest that e-mails and
additional electronic media increase the likelihood of negative effects of CMC. Since e-mail
communication contains few signals about emotions, researchers conclude the negative effect of
e-mail lies in the lack of nonverbal cues (Byron, 2008). The use of emoticons helps to bridge this
gap.
According to Krohn (2004) the first emoticon was created by Scott E. Fahlman (Extejt,
1998). An emoticon is described as punctuation marks that viewed sideways resemble facial
expressions (Krohn, 2004. p. 322). Emoticons are a good way to replace the lack of non-verbal
cues in written communication through CMC (Krohn, 2004). It is recommended that recipients
who are Traditionalists (born before 1946) should not be sent an email with emoticons; those

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

who are Baby Boomers (those born between 1946 and 1964) probably should not e-mail with
emoticons; those who are Generation Xers (those born between 1964 and 1980) may be sent
email with some of the more common emoticons; and those who are termed Millennials (born
after 1980) and coming of age (after 2000) may email with a generous use of emoticons (Krohn,
2004).
In the past, nonverbal communication has been assumed to be unintentional (Krohn,
2004). Thus, nonverbal cues are traditionally viewed as more believable than verbal cues (Krohn,
2004). For example, in a scenario where cues and nonverbal cues present conflicting signals, the
nonverbal cues will tend to be believed (Krohn, 2004). With regards to emoticons, however, such
forms of expression are clearly intentional uses of nonverbal communication, bringing into
question their effectiveness in accurately communicating emotions (Krohn, 2004). According to
Byron (2008) the most straightforward way of encoding a message to convey the sender's
emotion is to verbalize it. Many words describe emotions and some degree of shared meaning so
by choosing the right words for their emails, senders and receivers should not need emoticons
(Byron, 2008). Emoticons are symbolic rather than spontaneous displays of emotion, and, as
such, receivers may interpret them as less authentic indicators of the senders' emotions (Byron,
2008). Byron's study also introduced the use of emotions within the workplace. Partners with a
longer email history may be more likely to express and perceive emotion by email, thus
communicating more effectively. And finally, they may be less likely to evaluate the email and
its sender (Byron, 2008).

Instant Messaging

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Instant messaging (IM) is the latest form of computer-mediated communication to gain

popularity in and out of the workplace. Corporate IM use is significant and growing (Pazos,
Chung, & Micari, 2013). While no general definition of IM has been clear, researchers have
found that different IMs share the same key attributes. First of all, they afford near-synchronous
communication that can be initiated by either party in the exchange. Moreover, they offer some
form of presence awareness, indicating whether other users are connected and/or available. Also,
they provide high-profile notifications of incoming communication often in the form of pop-up
windows and audio alerts (Garrett & Danziger, 2007).
Instant messaging, as all other means of communication, has advantages and
disadvantages. IM allows informal and spontaneous conversation as employees do not need to
move away from their office to communicate with their co-workers (Primeaux & Flint, 2004). It
is much faster to answer through instant messaging than emails (Primeaux & Flint, 2004). Other
forms of communication such as distance telephone or video-conferences can become
overwhelming, intrusive and expensive for a company. However, IM is free, unlimited and
provides time for real conversation (Primeaux & Flint, 2004). On the down side, Primeaux and
Flint also claim that the use of IM may not be the best way to communicate in the workplace. IM
is not very secure and might be the next big Internet virus threat (Primeaux & Flint, 2004). In
addition, IM lacks confidentiality and does not have record-keeping abilities. Usually, once you
close a program, messages shared with others are lost. Sometimes it can be saved, but in this
case, it is not easy to go through the conversation and find the information you want. (Primeaux
& Flint, 2004). In order to communicate faster, the IM community has allowed the use of
abbreviations and other casual writing such as BRB, meaning I will be right back, or

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

BTW, meaning By the way. People pay less attention to their writing when using IM and it
can lead to embarrassing mistakes (Primeaux & Flint, 2004).
Instant Messaging has been used in the workplace primarily for concerns regarding
clarification, scheduling, and status updates, and for general understanding (Pazos et al., 2013).
Co-workers use IM for five main things: to quickly communicate information to others, to obtain
information during a communication with a third party, to reach people who may be unavailable
through other media or not in their offices, to gain information from multiple parties, and to
gather information quickly in order to complete a task (Pazos, Chung, & Micari, 2013). Other
researchers focus on the correlation between the use of IM and interruptions in the workplace.
While certain interruptions are important and beneficial in the workplace, IM should not be a
distraction to employees. Although some studies showed that IM can interrupt work, Garrett and
Danziger (2007) showed that IM-users experience fewer interruptions than non-IM users.
Instant Messaging is an unobtrusive way to test availability and exchange with others in
the workplace. Unlike a phone call, IM software shows if an individual is available to chat by
using symbols (Garrett & Danziger, 2007). The study also demonstrated that IM does not
increase the amount of communication and knowledge sharing of co-workers. However, IM
users are able to effectively use CMC to gather information online (Garrett & Danziger, 2007).
The use of IM increases the amount of communication and knowledge sharing out of the
workplace. In fact, the study showed that one out of five IM users talks to friends and family
online, while only one out of six non IM users communicate online (Garrett & Danziger, 2007).
Instant Messaging use allows workers to multitask. An individual can obtain information
about a project, respond to questions about one task while working on another, and complete
small tasks that are unrelated to one another (Pazos et al., 2013). However, Pazos et al. (2013)

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

showed that social cues do not have enough of a presence in IM to effectively resolve difficult
tasks, alluding to the notion that IM may be lacking in conflict resolution strategies.
The corporate workforce has seen many changes due to the rise of technology. While the debate
regarding telecommunication is a hot topic, both sides make valid arguments. The use of
technology adds efficiency to the workplace and allows individuals to connect nationally and
globally. Others are concerned that abandonment of the traditional corporate office means less
structure and liability issues. Telecommunication, along with the changes in visual and written
communication, has affected spatial and personal office dynamics. Job security, workplace
satisfaction, and maintenance of relationships are just a few factors that have been impacted by
technology. No signs are shown that technology is slowing down and as a result the future of
corporate organizations remains subject to change.
Sub Questions
How has technology altered space?
How has distance impacted the use of virtual communication?
How has technology shaped written communication?
How has technology affected employee satisfaction?

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Methodology
Purpose
A medium-sized software company with concerns about the effect of the increased use of
technology and off-site employees hired an outside consulting firm to evaluate the climate of
their employees. The consulting firm conducted a survey concentrating on work space options
and increased technology use. This analyzed information will be used by the software
corporation to improve employee relations, productivity, and workplace satisfaction. The Human
Resources department will use this data to assess internal and external communication among
employees.
Procedure
A questionnaire (see Appendix) was devised with broad based and specific questions
involving different forms of technology, how technology has changed the proxemics of the
workplace and workplace relationships. More specifically, the following topics were included in
the questionnaire: forms of technology use, workplace relationships, work location satisfaction,
information sharing, and liability concerns. The questionnaire followed the Likert style of
questioning (Nicholls, Orr, Okubo & Loftus, 2006).
Participants
The questionnaire was sent to all the employees of the organization, including the
following positions: sales staff, support team, innovation specialists, human resources,
administrators, managers and senior leadership. The questionnaire was sent out by email from a
consulting firm on a Monday in mid-March. A two-week time period was given to complete the
questionnaire. After one week all employees received an email reminder from a member of the
senior leadership team to encourage participation. The consulting firm collected the results.

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

Analysis
The questions were devised in a manner that would indicate participants who primarily
use technology in the workplace, work off-site, and use technology for workplace
communication and meetings. Data from participants who fit into one of the three categories
mentioned above was then analyzed based on forms of technology used, workplace relationships,
work location satisfaction, information sharing and liability concerns. Demographic information
regarding age was included to identify familiarity with technology. Gender questioning was used
to detect preferences or differences in relation to working off-site. The collected data was
categorized using the above groupings in order to answer the question, How has technology and
the changing landscape of office space impacted interpersonal relationships in corporations?
Summaries of the analyzed data were shared with the Human Resources department of the
software company that requested the study.

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

References
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Ballard, D., & Inman, D. (2009). Connecting through smartphones and open doors: A
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Brown, K. (2009, January 24). More workers staying at home: Separating their domestic life
from work is crucial, they say. Tulsa World (OK)
Byron, K. (2008). Carrying too heavy a load ? The communication and miscommunication of
emotion by email. Academy Of Management Review, 33(2), 309-327.
doi:10.5465/AMR.2008.31193163
Changing the way we work (2008, January) Library Technology Reports, Retrieved from
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Dennis, D. J. (2013). Effective leadership in a virtual workforce. T+D, 67(2), 46-51.
Everett, A. M., Paynter, J., Wong, Y., (2006) Balancing employee and employer rights: an
international comparison of e-mail privacy in the workplace, Journal of Individual
Employment Rights, 11(4), 291-310.
Fonner, K. L., & Roloff, M. E. (2010). Why Teleworkers are More Satisfied with Their Jobs than
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Garrett, R., & Danziger, J. N. (2007). IM = Interruption Management? Instant Messaging and
Disruption in the Workplace. Journal Of Computer-Mediated Communication, 13(1), 2342. doi:10.1111/j.1083-6101.2007.00384.x

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Genova, G. (2010) The anywhere office=anywhere liability, Business Communication Quarterly,

119-124. doi:10.1177/1080569909358104.
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Communication Quarterly, 73(1), 106-126.
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(traditional office, virtual office, and home office) influence aspects of work and
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Miller, C., & Rampell C. (2013). Yahoo Orders Home Workers Back to the Office. The New York
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Weinstein, M. (2009, September) Employee e-mail blunders. Training today. Retrieved from
http://www.nxtbook.com/nxtbooks/nielsen/training0909/index.php#/10.

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Appendix
Questionnaire Instructions
You are about to participate in research conducted by Felix Duchampt, Julia Oldham, Rhonda
Stewart, Maegan Sweat, and Pat Taft, students at Queens University of Charlotte. You must be at
least 18 years of age to answer this questionnaire. By filling out this questionnaire, you give your
consent to be part of the research. Note that you are a volunteer. The decision to participate in
this study is completely up to you. If you so choose to participate in the study, you may stop at
any time. You may skip any item you do not wish to answer. You will not be treated any
differently if you decide not to participate or if you stop once you have started.
Please read each question and check the box with your selected response. Thank you.
Questionnaire
1. The use of technology is a primary function of my job.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
2. I primarily work on-site at my place of employment.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
3. A face-to-face conversation is my preferred method of communicating with my co-workers.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

4. The use of technology affects my workplace satisfaction.

Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
5. Email is my primary method of communication with co-workers.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
6. The use of emoticons is prevalent in my communication with co-workers.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
7. Working at home is an option for my particular position.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
8. When I changed the location of my work (from office to home), my job satisfaction was
affected.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
9. I feel isolated from my co-workers when working from home.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

10.

Technology has enhanced my communication with co-workers.

Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree

11. I am provided with all the information I need in order to perform my work responsibilities.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
12. IM (Instant Messaging) is an effective method of communicating with your co-workers?
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
13. The use of technology presents legal concerns.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
14. I am provided with adequate information from my supervisor to do my job.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
15. I feel "out of the loop" when I am working from home.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree

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TECHNOLOGYS IMPACT ON RELATIONSHIPS IN CORPORATIONS

16. I participate in virtual meetings for work.

Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
17. I use screen-sharing technology for work.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
18. The use of technology has affected information sharing from management?
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
19. The use of technology has affected my workplace relationships.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
20. My organization has provided adequate legal training in regards to technology use.
Strongly Agree
Agree
Not Applicable
Disagree
Strongly Disagree
21. Please indicate your gender:
Male
Female
Other______________
22. Please indicate your age range:
20 and younger
21 -30
31- 40
41- 50

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37

51 and over