It is possible to design cooperative work tools based only on "common sense " and good intuitions. But the history of technology is replete with examples of good theories greatly aiding the development of useful technology. Where, then, might we look for theories to help us design computer-supported cooperative work tools? In this paper, we will describe one possible perspective-the interdisciplinary study of coordination-that focuses, in part, on how people work together now and how they might do so differently with new information technologies. In one sense, there is little that is new about the study of coordination. Many different disciplines--including computer science, sociology, political science, management science, systems theory, economics, linguistics, and psychology--have all dealt, in one way or another, with fundamental questions about coordination. Furthermore, several previous writers have suggested that theories about coordination are likely to be important for designing cooperative work tools (e.g., Holt8], (Wino86]). We hope to suggest here, however, that the potential for fruitful interdisciplinary connections concerning coordination is much greater than has as yet been widely

This paper presents some results of a detailed empirical study of routine computer use in several organizations. We present a theoretical account of computing work and use it to explain a number of observed phenomena, such as: --How people knowingly use "false" data to obtain desired analytical results by tricking their systems. --How organizations come to rely upon complex, critical computer systems despite significant, recurrent, known errors and inaccurate data

Davis, Gerald Smith and Aks Zaheer for their helpful reviews and comments on earlier versions of this paper. Trust is a key enabler of cooperative human actions. Three main deficiencies about our current knowledge of trust are addressed by this paper. First, due to widely divergent conceptual definitions of trust, the literature on trust is in a state of construct confusion. Second, too little is understood about how trust forms and on what trust is based. Third, little has been discussed about the role of emotion in trust formation. To address the first deficiency, this paper develops a typology of trust. The rest of the paper addresses the second and third deficiencies by proposing a model of how trust is initially formed, including the role of emotion. Dispositional, interpersonal, and impersonal (system) trust are integrated in the model. The paper also clarifies the cognitive and emotional bases on which interpersonal trust is formed in early relationships. The implications

This paper is dedicated to Philip J. Stone III, who first put me online in 1965.

Abstract not found

Coordination, as the act of managing interdependencies between activities, is one of the central research issues in Distributed Artificial Intelligence. Many researchers have shown that there is no single best organization or coordination mechanism for all environments. Problems in coordinating the activities of distributed intelligent agents appear in many domains: the control of distributed sensor networks; multi-agent scheduling of people and/or machines; distributed diagnosis of errors in local-area or telephone networks; concurrent engineering; `software agents' for information gathering. The design of coordination mechanisms for group...

The architecture of a multi-agent system can naturally be viewed as an organised society of individuals (i.e., as a computational organisation). For this reason, we believe organisational abstractions should play a central role in the analysis and design of such systems. To this end, the concepts of agent roles and role models are increasingly being used to specify and design multi-agent systems. However, this is not the full picture. In t...

There are many formal approaches to specifying how the mental state of an agent entails the particular actions it will perform. These approaches put the agent at the center of analysis. For some questions and purposes, it is more realistic and convenient for the center of analysis to be the task environment, domain, or society of which agents will be a part. This paper presents such a task environment-oriented modeling framework that can work hand-in-hand with more agent-centered approaches. Our approach features careful attention to the quantitative computational interrelationships between tasks, to what information is available (and when) to update an agent's mental state, and to the general structure of the task environment rather than single-instance examples. A task environment model can be used for both analysis and simulation, it avoids the methodological problems of relying solely on single-instance examples, and provides concrete, meaningful characterizations with which to sta...

Multi-agent systems... In this paper we introduce three additional organisational concepts - organisational rules, organisational structures, and organisational patterns - and discuss why we believe they are necessary for the complete specification of computational organisations. In particular, we focus on the concept of organisational rules and introduce a formalism, based on temporal logic, to specify them. This formalism is then used to drive the definition of the organisational structure and the identification of the organisational patterns. Finally, the paper sketches some guidelines for a methodology for agent-oriented systems based on our expanded set of organisational abstractions.

We propose a new theoretical framework for understanding simultaneous trust and distrust within relationships. grounded in assumptions of multidimensionality and the inherent tensions of relationships. and we separate this research from prior work grounded in assumptions of unidimensionality and balance. Drawing foundational support for this new framework from recent research on simultaneous positive and negative sentiments and ambivalence. we explore the theoretical and practical significance of the framework for future work on trust and distrust relationships within organizations.