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An Inner Superhero: Experiments on Information Sharing in Anonymous Virtual Communities

內在英雄:匿名虛擬社群中資訊分享的實驗

Abstracts


In anonymous settings, the expectation of social benefits from information sharing is traditionally low, as public recognition is absent. However, numerous virtual communities witness active information exchange under anonymous aliases. This study examines the role of feedback mechanisms along with two factors - competition and social distance - on information sharing. Our experimental study, controlling reciprocity and anonymity, reveals that feedback mechanisms and reduced social distance promote information sharing, particularly positive feedback. The effectiveness of the feedback mechanism in these conditions can be explained by the self-verification theory, where sharing becomes a positive reinforcement of self-image. Our findings about information sharing offer relevant insights for firms aiming to enhance innovation and collaboration.

Parallel abstracts


在匿名的情境中,傳統上對於資訊分享所期望的社會效益相對較低,因為缺乏公開的認可。然而,在匿名的別名下,許多虛擬社群卻出現了積極的資訊交流。本研究探討了在匿名環境下,回饋機制以及兩個因素-競爭和社會距離-對資訊分享的作用。我們的實驗研究,在控制互惠和匿名性的基礎上,顯示出回饋機制和減少社會距離有助於促進資訊分享,特別是積極的回饋。在這些情況下,回饋機制的有效性可以通過自我驗證理論來解釋,其中分享成為自我形象的積極強化。我們對於資訊分享的研究發現對於欲提升創新和協作的企業提供了有用的管理意涵。

Parallel keywords

反饋 資訊分享 自我驗證 社會關係距離 虛擬社區

References


Fischbacher, Urs (2007), “z-Tree: Zurich Toolbox for Ready-made Economic Experiments,” Experimental Economics, 10(2), 171–178.
Andreoni, James (1989), “Giving with Impure Altruism: Applications to Charity and Ricardian Equivalence,” Journal of Political Economy, 97(6), 1447–1458.
Andreoni, James (1990), “Impure Altruism and Donations to Public Goods: A Theory of Warm-Glow Giving,” Economic Journal, 100(401), 464–477.
Andreoni, James and Ragan Petrie (2004), “Public Goods Experiments without Confidentiality: A Glimpse into Fund-Raising,” Journal of Public Economics, 88(7), 1605–1623.
Ardichvili, Alexandre, Martin Maurer, Wei Li, Tim Wentling, and Reed Stuedemann (2006), “Cultural Influences on Knowledge Sharing through Online Communities of Practice,” Journal of Knowledge Management, 10(1), 94–107.

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