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1. Telepresence and Its Perceived Contribution to Productivity, Collaboration,
and Trust Management
by
James Andrew Floyd
A thesis submitted in partial fulfillment of the requirements for the degree of
Master of Science in Management and Systems
at the
School of Continuing and Professional Studies
New York University
Fall 2009

2. Table of Contents
Table of Tables.................................................................................................................. v
Table of Figures............................................................................................................... vii
Dedication.......................................................................................................................viii
Acknowledgements .......................................................................................................... ix
Declaration......................................................................................................................... x
Abstract............................................................................................................................. xi
List of Abbreviations ...................................................................................................... xii
Chapter One – General Introduction.............................................................................. 1
1.2. General Introduction................................................................................................ 1
1.2. Introduction to the Research Topic.......................................................................... 2
1.3. Reasons for Conducting Research ........................................................................... 3
1.5. Goals and Objectives of the Research ..................................................................... 4
1.6 Problem Definition.................................................................................................... 5
1.7. Importance of the Research ..................................................................................... 6
1.8. Chapter Summary .................................................................................................... 6
Chapter 2 - Review of Literature .................................................................................... 8
2.1. What is telepresence?............................................................................................... 8
2.2. Problems associated with traditional videoconferencing......................................... 9
2.2.1. User Frustration .................................................................................................... 9
2.2.2. Poor installation and integration strategies........................................................... 9
2.2.3. Connectivity difficulties...................................................................................... 11
2.3. Videoconferencing improvements of telepresence................................................ 12
2.3.1. Removal of user frustration ................................................................................ 12
2.3.2. Improved conferencing environment.................................................................. 14
2.3.3. Network consistency improvements................................................................... 15
2.4. Three abstracts intrinsic to telepresence ................................................................ 16
2.4.1. Collaboration....................................................................................................... 17
2.4.2. Productivity......................................................................................................... 19
2.4.3. Trust management............................................................................................... 20
2.5. Chapter Summary .................................................................................................. 24
Chapter 3 – Research Methodology and Design.......................................................... 26
3.1. Research Methodology and Design ....................................................................... 26
3.2. Research Approach................................................................................................ 26
3.2.1. Advantages for Using an Exploratory Research Method ................................... 27
3.2.2. Advantages for Using an Qualitative Research Approach ................................. 28
3.2.3. Advantages of Using Self-Administered Online Surveys .................................. 29
3.3. Conceptual Framework.......................................................................................... 30
3.4. Problem Definition................................................................................................. 31
3.5. Problem Statement................................................................................................. 32
ii

3. 3.6. Study Setting and the Extent of Researcher Interference ...................................... 32
3.7. Unit of Analysis..................................................................................................... 32
3.8. Time Horizon......................................................................................................... 33
3.9. Procedure for Recording and Manipulating the Data ............................................ 33
3.10. The Process for Selecting Companies and Subjects ............................................ 34
3.11. Content Validity................................................................................................... 34
3.12. Human Subject Protection Measure..................................................................... 34
3.13. Chapter Summary ................................................................................................ 35
Chapter 4 – Data Collection........................................................................................... 37
4.1. Introduction............................................................................................................ 37
4.2. Explanation of included additional survey questions ............................................ 37
4.3. Survey question design .......................................................................................... 38
4.4. Participant Selection .............................................................................................. 39
4.4.1. How participants were selected .......................................................................... 39
4.4.2. Why participants were selected .......................................................................... 40
4.5. Sample size and response rate................................................................................ 40
4.6. Data collection problems and suggested solutions ................................................ 40
4.9. Conclusion ............................................................................................................. 41
Chapter 5 – Data Analysis and Summary of Observations ........................................ 42
5.1. Introduction............................................................................................................ 42
5.2. Data Collection Review......................................................................................... 42
5.2.1. Participant Selection, survey scope, and completion rate................................... 42
5.2.2. Explanation of additional survey questions........................................................ 43
5.2.3. Survey questions included in study..................................................................... 44
5.2.4. Survey questions excluded for study .................................................................. 45
5.3. Demographic Review............................................................................................. 45
5.3.1. Demographics topics included in online survey................................................. 45
5.3.2. Demographic results ........................................................................................... 45
5.4. Review of three primary abstracts related to study................................................ 47
5.5. Data Analysis Approach ........................................................................................ 48
5.5.1. Category development ........................................................................................ 49
5.6. Data analysis and summary of survey questions ................................................... 51
5.6.1. Collaboration....................................................................................................... 52
5.6.2. Productivity......................................................................................................... 64
5.6.3. Trust Management .............................................................................................. 76
5.7. Interpretation of results.......................................................................................... 89
5.8. Conclusion ............................................................................................................. 91
Chapter 6 – Conclusions and Recommendations......................................................... 93
6.1. Introduction............................................................................................................ 93
6.2. Conclusions............................................................................................................ 93
6.3. Recommendations.................................................................................................. 94
6.4. Summary................................................................................................................ 95
6.5. Originality and contribution to the body of knowledge......................................... 99
iii

4. 6.6. Limitations........................................................................................................... 100
6.7. Scope for further research.................................................................................... 101
References & Bibliography.......................................................................................... 103
Appendix A: Telepresence Examples.......................................................................... 108
Appendix B: Research Survey..................................................................................... 110
Appendix C: UCHAIS Approval Document .............................................................. 126
Appendix D: Survey Question Frequency, Mean, and Standard Deviation ........... 127
Appendix E: Demographic Results ............................................................................. 131
Appendix F: Survey Questions, Categories, and Codes............................................ 132
iv

5. Table of Tables
Table 5.1: Online Survey Questions and Subjects 44
Table 5.2: Industries Reporting More Than 5% of Survey Responses 46
Table 5.3: Online Survey Category Numbers, Categories and Descriptors 50
Table 5.4:
Question D47R - Which of the Following Categories Best Describe
Your Primary Area of Employment?
53
Table 5.5:
Question D51R - Is Your Role Considered Senior Management or
Middle Management?
54
Table 5.6:
Questions C35, C40B -Importance to Sustained Collaboration &
Improve Working Relationships Mean / Standard Deviation
54
Table 5.7:
Question C35 - Once Optimal Team Collaboration Has Been
Established Would the Use of Telepresence Continue to be
Important to Sustain That Level of Collaboration?
55
Table 5.8:
Question C40B - In Your Opinion Telepresence Would Improve
Important Working Relationships with Other Team Members in My
Organization?
56
Table 5.9: Question C35, I3 Crosstab Analysis 57
Table 5.10: Questions C40B, I3 Crosstab Analysis 58
Table 5.11: Questions C40B, I3 Chi-Square Test 58
Table 5.12: Questions C35, D51R Crosstab Analysis 59
Table 5.13: Questions C40B, D47R Crosstab Analysis 60
Table 5.14: Questions C35, D51R Crosstab Analysis 61
Table 5.15: Questions C35, D51R Chi-Square Test 61
Table 5.16: Questions C40B, D47R Crosstab Analysis 62
Table 5.17: Questions 40B, D47R Chi-Square Test 63
Table 5.18:
Question P18R – If Telepresence Were Made Available To You,
Would You Request To Travel Less or More?
65
Table 5.19:
Question P22_YN – If You Were to Travel Less for Business,
Would Your Productivity Increase or Decrease?
65
Table 5.20: Questions I2, P22_YN Crosstab Analysis 67
Table 5.21: Questions I3, P22_YN Crosstab Analysis 68
Table 5.22: Questions I2, I3 Crosstab Analysis 69
Table 5.23:
Questions P14, P18R, P23, D51R Frequency, Mean, Standard
Deviation by Management Level
70
Table 5.24: Questions P14, P18R, P23 ANOVA Calculation 71
Table 5.25: Questions D51R, P22_YN Crosstab Analysis 72
Table 5.26: Questions D51R, I2 Crosstab Analysis 74
Table 5.27: Questions D51R, I3 Crosstab Analysis 73
Table 5.28:
Questions P14, P18R, P23, D47R Frequency, Mean, Standard
Deviation
74
Table 5.29: Questions P14, P18R, P23 ANOVA Calculation 74
Table 5.30: Questions P22_YN, D47R Crosstab Analysis 75
Table 5.31: Questions T31C, T33B Frequency, Standard Deviation 78
Table 5.32: Question T31C Frequency / Percentage 78
v

6. Table 5.33: Question T33B Frequency / Percentage 79
Table 5.34: Questions T31C, I2 Crosstab Analysis 80
Table 5.35: Questions T31C, I3 Cross-tab analysis 81
Table 5.36: Questions T31C, I3 Chi-Square Test 81
Table 5.37: Question T33BR Frequency / Percentage 82
Table 5.38: Questions T33BR, I2 Crosstab analysis 83
Table 5.39: QuestionsT33BR, I3 Crosstab analysis 83
Table 5.40: Questions T31C, D51R Cross-Tab Analysis 85
Table 5.41: Questions T31C, D51R Chi-Square Test 85
Table 5.42: Questions T33BR, D51R Cross-Tab Analysis 86
Table 5.43: Questions T31C, D47R Cross-Tab Analysis 87
Table 5.44: Questions T33BR, D47R Cross-Tab Analysis 88
vi

7. Table of Figures
Figure 3.1: Visual representation of the conceptual framework 33
vii

8. Dedication
To my wife, Paola V. Ronquillo, who was there with me through it all and my inspiration
to pursue an advanced degree.
viii

9. Acknowledgements
I want to express my gratitude to my thesis advisor, Dr. Lou Stern, for his
guidance, counsel, and support through the research and writing process of this thesis.
As well, I am grateful to Professor Israel Moskowitz and Helen Sapp for their assistance
and direction during my tenure as a student in the NYU SCPS program.
I would also like to thank my fellow classmates for their support, assistance, and
encouragement. Without their input and collaboration, this effort truly would not have
been possible. For his sponsorship and patience through this process, I would like to
express my gratitude to Ron Cuevas. Lastly, for my family and friends who have been a
constant source of confidence and support throughout this program, thank you for your
faith in my ability to complete this effort.
ix

10. Declaration
The author grants powers of discretion to the Department, SCPS, and NYU to
allow this thesis to be copied in part or in whole without further reference to me. This
permission covers only copies made for study purposes or for inclusion in Department,
SCPS, and NYU research publications, subject to normal conditions of
acknowledgement.
x

11. Abstract
Enterprise organizations are increasingly looking to pursue cross-border
partnerships to improve their global expansion strategies. Making such relationships
successful will require the support of collaborative video technologies such as
telepresence. The business value of video is intuitive but still requires advanced study.
The researcher’s objective is to ascertain the perceived contribution that telepresence
technology may have on the abstracts of collaboration, productivity, and trust
management.
The literature review assesses video technology’s current state, as well as how
these abstracts influence organizations. It establishes that telepresence technology
resolves several problems related to traditional videoconferencing. Collaboration was
cited as profitable and beneficial to achieving cross-border partnerships for improving
global expansion strategies. Productivity was expected to improve by reducing business
travel, which has a negative impact on employees. Lastly, trust management was
recognized to be critical to the expediency and success of developing geographically
dispersed teams, improving team effectiveness, and decreasing intra-team conflict.
Data was collected using an online survey consisting of 53 questions. The sample
population size included 245 participants, resulting in 214 completed surveys, for a
completion rate of 87.3%. Survey participants were recruited using a business-oriented
social networking site, the researcher’s professional contacts, and a substrata of quota
sampling known as snowball sampling. Participants were selected based upon their
current occupation and seniority level within the targeted industries of consulting,
finance, sales, information technology, and insurance.
The research used an exploratory method and qualitative research approach. It
incorporated quota sampling of specific business sectors and professionals using the
online survey method. This blend of methods was determined as an optimal approach to
examining how organizations can best understand the perceived contribution telepresence
technology has on the three abstracts of collaboration, productivity, and trust
management. The primary analysis methods used were correlation analysis using chi-
square testing and analysis of variance.
The findings of this study suggest three conclusions. First, the contribution of
telepresence would be important to sustaining collaboration and improve existing
working relationships. Second, telepresence would increase overall productivity by
allowing for less business travel. Third, telepresence was found to develop trust during
team formation by way of its ability to communicate accurately the body language of
remote participants.
xi

12. xii
List of Abbreviations
ANOVA Analysis of Variance
FTF Face-to-Face
HD High-Definition
IP Internet Protocol
ISDN Integrated Service Digital Network
ROI Return On Investment
MPLS Multiprotocol Label Switching
NYU IRB New York University Institutional Review Board
QoS Quality of Service
UCAIHS
University Committee on Activities Involving
Human Subjects

13. Chapter One – General Introduction
1.2. General Introduction
Telepresence is a recent evolution in videoconferencing technology that places
meeting participants in a traditional conference room environment and provides a
panoramic view of remote meeting attendants, using high-definition, life-size images. It
has enhanced the traditional videoconferencing experience by providing an improved
viewing arrangement, stabilizing connectivity between remote locations, and removing
many of the associated user frustrations with traditional videoconferencing. This
collaborative technology has the potential to assist companies with both domestic and
international operations to accomplish business objectives among remote teams more
quickly and effectively. Besides the understandable advantage of removing business
travel costs for an enterprise, telepresence has the potential to contribute positively to
enhancing and developing the intangible components of collaboration, productivity, and
trust management.
The development of these three abstracts, with support from telepresence, can have
positive effects beyond time savings of reduced business travel. The literature review
will discuss how enhanced collaboration can lead to increased profitability (Meetings
Around the World, 2007). It will review how improved productivity may allow
employees to perform more tasks in less time (Weiss & Korostoff, 2006). Lastly, the
literature review will demonstrate how team cohesiveness may be built more quickly
among geographically dispersed teams by developing trust (Holton, 2001). All three
abstracts, when developed strategically by the use of appropriate technology, can assist in
the achievement of business objectives more rapidly.
1

14. Chapter 1 focuses on providing the reader with a high-level overview of the research
topic and insight into the researcher’s objectives, motives, and goals in pursuing this
study.
1.2. Introduction to the Research Topic
Enterprise organizations are increasingly looking to pursue cross-border partnerships
to improve their global expansion strategies. Making such relationships successful will
require the support of new collaborative technologies. In a recent 2008 study by AT&T
in conjunction with The Economist magazine, advanced videoconferencing technologies
was cited by one-third of respondents as being most beneficial to achieve these ends
(Collaboration Across Borders, 2007). Telepresence is the latest progression in
videoconferencing, providing communication among remote locations in an environment
that best exhibits a traditional conference room scenario.
In comparison, traditional videoconferencing has not lived up to the expectations
originally attributed to the technology. Poor user interface controls and integration
strategies, combined with lackluster connectivity performance have contributed to low
adoption rates of the technology. Telepresence rectifies these issues, and delivers an
experience that allows a conference to occur without the technology itself intruding upon
the meeting experience.
Focusing on this enhanced capability for an almost life-like meeting experience,
organizations now have the means to communicate more effectively across great
distances, allowing for the enrichment of collaboration, productivity, and trust
management. However, how these three abstracts are impacted positively or negatively
when used with this type of advanced technology is not readily known. It can be
2

15. assumed that technologies that allow employees to perform more tasks in less time will
bring potential benefits to an organization. However, there currently is insufficient
understanding of this potential impact with regard to telepresence technology. Unlike the
ability to quantify specific cost savings this technology may bring the organization by
reducing the annual travel budget, the intangible value of heightened collaboration,
productivity, and trust management is difficult for an organization to determine.
Understanding how telepresence contributes to positively developing these abstracts can
allow businesses to gauge more effectively the technology’s benefits to the organization.
This knowledge, in addition, will also provide a more effective argument for investment
in the technology.
By conducting an analysis on data collected from users, the research seeks to
determine the perception of the contribution that telepresence technology may have on
the abstracts of collaboration, productivity, and trust management.
1.3. Reasons for Conducting Research
Organizations are continually searching for methods, processes, and technologies that
provide a competitive advantage and allow for the completion of pre-determined business
objectives, especially in industries with globally reaching operations. In the world of
globalization, businesses continue to expand their reach across the globe, and key
business executives and other employees must oversee such operations as efficiently as
possible. As such, telepresence technology is an example of one competitive advantage
an enterprise may employ to reach these objectives.
The thesis topic was selected because the comprehensive business value of
advanced videoconferencing still requires advanced study. While organizations may
3

16. intuitively understand the impact a technology such as telepresence has on collaboration,
productivity, and trust management, it is still difficult to define and measure. A
secondary motive for choosing this subject matter was derived from the researcher’s
personal experience with attempting to establish the value of this technology, and its
subsequent positive influence upon these abstracts, during the development of a business
case. This episode revealed how the potential of telepresence technology, seemingly
assumed to generate returns, was not as transparent as initially concluded. This was due
to the shortage of knowledge regarding the impact its contribution could make toward the
abstracts of collaboration, productivity, and trust management.
The paucity of available data for secondary analysis regarding this topic reveals
the absence of suitable case studies for in-depth examination. These aforementioned
factors combine to suggest that an exploratory study is warranted. The results of this
study may contribute to a theoretical understanding of the contribution telepresence may
bring to an industry by the business leaders who are best positioned to adopt such
innovations and shape best practices.
1.5. Goals and Objectives of the Research
Business decision makers must understand if telepresence technology will have a
positive impact on employees. They should also comprehend its contribution to any, or
all, of the abstracts of collaboration, productivity, and trust management in order to make
an informed decision to invest in the technology. The ability to eliminate a percentage of
travel-spend could be justification enough for purchasing this technology. However,
what potential long-term, positive impact investment in telepresence will have on the
users who employ it will be a determining factor in the overall success of the investment.
4

17. This study seeks to identify systematically if the contribution of telepresence affects
the three abstracts of collaboration, productivity, and trust management as discussed in
the literature review. It means to explore this relationship by investigating the opinions
of professionals that may already be using it and/or could ideally benefit from the use of
this technology. A final intention is to discover new findings, contributing to improved
perceptions of this emerging technology for the enterprise and to suggest further areas of
research regarding telepresence.
1.6 Problem Definition
It is recognized by organizations that telepresence technology can contribute to
increasing the value attributed to the three abstracts of collaboration, productivity, and
trust management. Such improvement may possibly result in cost savings and increased
revenue for any global business. One clear-cut example would be the reduction in
business travel and travel-related stress on employees. This illustration can result in
saving both travel spend and reducing the negative productivity affect on employees
resulting from jet-lag and other travel stresses. However, there exists a scarcity of
research regarding this positive contribution.
To achieve success in current and future business strategies, organizations need
improved comprehension regarding how telepresence technology may aid and improve
collaboration, productivity, and trust management. How to determine and enhance the
business value of these abstracts singularly, or in aggregate, is difficult for organizations
to determine, as this value is unique to every company. Determining the overall benefit
that telepresence brings to this equation has not been accurately assessed at this time and
5

18. continues to remain a challenge for organizations considering investment in this
technology.
1.7. Importance of the Research
Currently, little exploration into the contribution telepresence accords to the
abstracts of collaboration, productivity, and trust management has been achieved. This
study aims to better understand how organizations can utilize a powerful collaborative
technology like telepresence beyond, for example, the quantitative equation of reduced
business travel and time savings. The research gained by this examination will add to the
further analysis of the technology’s influence and impact within the enterprise
environment and add to the future body of knowledge on this subject.
If further rigorous research is able to generate a conceptual framework that may
assist decision makers with a better understanding of the potential benefits and risks
associated with this technology, then investment decisions will be better-informed and
scarce organizational resources more favorably allocated. Additionally, this will assist
researchers who subsequently seek to develop a deeper understanding of the relationship
between the true effectiveness of telepresence in conjunction with collaboration,
productivity, and trust management among numerous industries.
1.8. Chapter Summary
Chapter 1 provided the reader with an introduction and overview of the research
topic, and enumerated upon the researcher’s motives (including those beyond the scope
of this study). The chapter then reviewed the goals and objectives of the research.
6

19. Lastly, it provided the problem definition under examination and discussed why this
research is valuable to organizations.
7

20. Chapter 2 ­ Review of Literature
2.1. What is telepresence?
Telepresence is generally considered an advanced videoconferencing system that
incorporates high-definition (HD) video, stereo sound and provides a panoramic view of
participants in life-size images from similar looking studio rooms. However, for the
context of this study the operational definition of telepresence is as follows:
… An audio/videoconference in which all participants appear lifelike and
full size [on large monitors], with crystal-clear stereo sound, high-
resolution full-motion video and cameras that provide almost direct eye-
to-eye contact among participants. Some telepresence solutions are
deployed as complete rooms or video suites (and, in some cases, with all
rooms using the same decor, symmetrical designs and furnishings to
enhance the feeling of actually sitting in the same room with all the
participants) with everything included (desks, chairs, lighting, acoustics
and all audio/video equipment) (Stuart, 2006, p. 3 ).
This manufactured room environment creates the illusion that other remote
meeting participants are gathered in the same conference room (Davis & Kelly, 2007)
thus removing technology from intruding upon the appearance of person-to-person
meeting (Bielski, 2008). Telepresence, in its current format, was launched in 2003 as a
project to reduce travel for Dreamworks movie studio executives. In 2006, Cisco, Inc.
publicly announced its telepresence initiative. Since that time, all major
videoconferencing equipment manufacturers have entered the market and produced
similar telepresence studios based on the same concept and design (Lichtman, 2007).
The term “telepresence” should not be confused with the brand-name moniker of
“TelePresence” (capital T and P). This is the trademarked name of such systems
manufactured exclusively by Cisco Systems, Inc (see Appendix A). For this study, the
term “telepresence” refers to all similar systems manufactured by independent vendors.
8

21. 2.2. Problems associated with traditional videoconferencing
This following three sections will review specific factors contributing to the
inadequate usage and return on investment (ROI) of traditional videoconferencing
systems. Three characteristics will be explored that can be shown to negatively affect
these conditions. These are user dissatisfaction, poor installation strategies, and network
connectivity problems.
2.2.1. User Frustration
User frustration with traditional videoconferencing has contributed to less than
expected usage rates for such systems. Costello and Morrison (2008) state that
organizations report these systems are generally unintuitive, difficult to use and
intimidating to the layman. This negative perception of traditional videoconferencing
systems has resulted in lowered usage rates to approximately 10% annually across
organizations currently using this technology. Furthermore, Schooley (2009) maintains
that these difficulties contribute to developing disillusioned employees who feel
traditional videoconferencing has not lived up to expectations. These frustrations and
negative perceptions, when combined with poor installation or integration strategies and
network connectivity issues, have made users and managers report reluctance to continue
using traditional videoconferencing for future meetings (Davis & Kelly, 2007).
2.2.2. Poor installation and integration strategies
Two integration and installation strategies also contribute to diminished usage
rates and user frustration with traditional videoconferencing. Wainhouse research, an
independent market research firm focusing on videoconferencing, determined in 2007 the
9

22. average usage rates for traditional videoconferencing systems are eight to twelve hours a
month, or less than 5% of 10 hour/22 working days per month (Davis, 2007). A primary
factor influencing these annual usage rates of traditional videoconferencing is resultant
from the decision to integrate many of these systems into general-purpose meeting or
multi-use conference rooms, instead of dedicated videoconferencing studios (Davis &
Kelly, 2007). This scenario directly affects a system’s availability and influences usage
rates as availability for the videoconferencing equipment must compete with other
scheduled room activities.
A secondary factor most commonly reported as contributing to user frustration is
the installation placement of the video camera. Unlike telepresence which utilizes three
stationary cameras (and will be described in further detail in a later section), most
traditional videoconferencing systems use only one camera. It is traditionally installed to
focus the camera’s viewpoint down the center of a conference table. This poor design
results in displayed images of faces that grow smaller in perspective towards the opposite
end of the table and room (Davis & Kelly, 2007). This viewpoint presents problems in
viewing the remote seated attendees with an equal visual perspective, potentially leading
to an insufficient viewpoint of certain meeting attendees. This poor visual perspective
can lead to the possibility of missing critical visual or body language cues presented from
remote participants. The tactics of integrating videoconferencing equipment in multi-use
conference rooms and poor camera placement continue to add to poor videoconference
usage rates and annoyance among users of the technology.
10

23. 2.2.3. Connectivity difficulties
Furthermore, unreliable videoconference call connectivity can further diminish
the user experience and contribute to user aggravation with traditional videoconferencing
systems. While organizations continue to migrate videoconferencing systems to a more
reliable, internet protocol (IP) based network many, especially in Asia, continue to utilize
an unreliable connection platform based on dedicated telephony-based circuitry. This
method is called Integrated Services Digital Network (ISDN). This connection method is
not regarded as a consistent and stable solution for traditional videoconferencing systems.
Bartlett and Stein (2003) report that calls made to remote systems habitually drop due to
data loss, requiring either manual or an automatic redialing to the remote participants.
Success rates of calls starting on time, providing appropriate quality, and not being
dropped or interrupted can fall as low as 60% in organizations that do not have rigorous
quality programs. The authors also conclude that due to this connection deficiency, on-
site staff may be required to accompany each videoconferencing session to maintain the
equipment and re-establish lost connections. Meanwhile, when a connection is broken
the conference is placed on hold or the video quality is displayed at poorer level while the
system re-negotiates the call. Traditional videoconferencing experiences are critically
impacted due to frequent disconnections attributed to poor connectivity methods. This
negative experience aids in perpetuating a negative viewpoints for choosing
videoconferencing for daily business meetings by users and managers. Claire Schooley
(2009), of Forrester research, states that many employees have become disillusioned by
the promise of legacy videoconferencing and executives never use videoconferencing for
high-level meetings.
11

24. Unintuitive and difficult system operation, poor integration and installation
strategies, and inconsistent network connectivity have been shown as contributors of
increased user frustration and lower expected usage rates for traditional
videoconferencing systems. Consequently, Morrison (2007) concludes that traditional
videoconferencing is not currently considered an attractive alternative to face-to-face
meetings.
2.3. Videoconferencing improvements of telepresence
Conversely, telepresence systems have exhibited improved usage rates while
simultaneously decreasing user frustration and introducing intimacy and emotional
connection into video sessions (Costello, Jopling, & Morrison, 2007). This has been
accomplished by introducing simple user interfaces and managed services, dedicated
videoconferencing environments, and a migration toward improved, stable network
connectivity platforms. This section will explain these improvements in further detail.
2.3.1. Removal of user frustration
To improve user satisfaction with the conferencing experience, improved control
interfaces and integrated managed services for proactive support have been implemented
in the design and installation of telepresence studios. Davis and Kelly (2007) specify that
many user adjustable settings like call speed configuration, camera adjustments as well as
confusing hand-held remotes employed with traditional videoconferencing systems have
been eliminated. These have been replaced with simple and consistent interfaces such as
an IP phone or integrated touch-sensitive monitors that display an intuitive user interface,
activating a conference call at the push of a button or pressing no buttons if managed
12

25. services are supplied (Davis & Weinstein, 2007). Simplifying the process of initiating a
conference call helps reduce user frustration and allows participants to focus on the
present meeting.
As previously mentioned, many organizations may chose to incorporate managed
services to support telepresence conferencing. Mason (2008) highlights how managed
services are designed to monitor audio and video call quality during a telepresence
conference and to take corrective action with minimal disruption to the conference. They
may also accommodate the initial scheduling and reservations of telepresence suites (as
well as other in-house videoconferencing) where desired. Additionally, managed
services can routinely calibrate telepresence suites, thus ensuring the lighting, camera
quality and ergonomics are maintained at the highest levels. These types of services are
usually acquired either directly from the system vendor or via third-party partners
(Costello & Morrison, 2008). Improved ease of use with telepresence is achieved by the
elimination of confusing user interfaces and additional managed services. This
improvement have resulted in a positive user experience and allows participants to focus
on the scheduled meeting at hand, instead of the frustrations associated with traditional
videoconferencing.
13

26. 2.3.2. Improved conferencing environment
Telepresence addresses the installation and room integration dilemmas detailed
earlier with traditional videoconferencing and improves upon the fundamental conditions
of integration tactics and visual perspective.
Unlike traditional videoconferencing environments that may share space with
traditional face-to-face meeting rooms, telepresence studios are dedicated environments,
usually identically provided with consistent furniture, floor & wall treatments, and
lighting to provide the appearance that all participants are meeting in the same conference
room (Stuart, 2006). As displayed in Appendix A, and documented by Davis and
Weinstein (2008), a traditional telepresence studio typically consists of three large
monitors facing a conference table with six chairs. Telepresence environments situate
participants around one-half of a conference table, providing a panoramic view of the
remote meeting participants, who are displayed in life size images. Using this design, the
visual perspective problems described earlier with traditional videoconferencing are
eliminated. Unlike the traditional videoconferencing camera positioning of a single
camera at the end of a conference table, telepresence systems use three cameras placed
either in the center of the three monitors or above each single monitor, to focus on
specific segments of the conference table. As all participants are thus displayed as
equally proportional, the need to zoom a camera in on individuals as often occurs with
traditional videoconferencing is eliminated. Davis and Weinstein (2008) also infer that
this provides an improvement the overall meeting experience, as unlike in traditional
face-to-face meetings, people have no need to zoom in on other attendees.
Consequentially, this design improvement also removes the distraction of a forced
14

27. perspective for remote meeting participants and allows all participants to focus naturally
on each other’s non-verbal visual cues and signals.
2.3.3. Network consistency improvements
Unlike traditional videoconferencing, telepresence utilizes large amounts of IP
networking bandwidth. In order to deliver high quality, life-size imagery, a considerable
amount of dedicated network bandwidth is required. Lichtman (2006) defines bandwidth
as the measure of the amount of data transmitted across a network. The author also notes
that as bandwidth is increased, more visual information can be transmitted. Depending
on resolution and screen quantity requirements, telepresence studios can require between
10 and 60 times more bandwidth than traditional videoconferencing (Davis & Weinstein,
2007). Such necessary bandwidth requirements are typically obtained using one of three
general methods. The bandwidth may be provided by the organization itself via its
private, internal network. It can be leased from a telepresence vendor’s private network,
or chartered from a third-party network infrastructure vendor. This bandwidth is
typically deployed across an IP MPLS (Multiprotocol Label Switching) network,
utilizing quality of service (QoS) and reduced latency to improve the spontaneity of
visual images in telepresence meetings (Costello & Morrison, 2008). Quality of service
(QoS, n.d.) is a method that guarantees a specific amount of bandwidth to be available for
an application or system at any time it is used. Latency (LINFO, 2005.) can be defined as
the amount of time it takes a small container of computer information to travel from its
source to its destination. These two characteristics of computer networking are vital to
the proper development of the reliable networking required for telepresence.
15

28. As a result of an improved user experience, enhanced meeting environment, and
reliable network delivery, telepresence usage is gaining significant ground over
traditional videoconferencing in companies employing this technology. Davis (2007)
claims that reported telepresence usage rates have risen to 134 hours a month, or 61% of
10-hour/22 working days per month. This is a substantial gain when compared to the
usage numbers for traditional videoconferencing in the same period as detailed in section
2.2.2.
2.4. Three abstracts intrinsic to telepresence
Collaboration, productivity and trust management, as defined in the following
sections, are three abstracts presumed to be intrinsic to the usage of telepresence.
However, understanding and describing their importance in context with telepresence
technology is difficult. As qualitative abstracts, they are harder to measure than the
quantitative result of closing a successful business deal via telepresence. This is
complicated further by the assumption that each company, in every industry, places a
different value on each abstract. What is essential for organizations to understand is how
important these abstracts are, and what importance is the value they contribute to
business objectives when considering an investment in telepresence. The following
sections examine why collaboration, productivity and trust management should be
reviewed as essential to telepresence technology and their impact on business strategy.
16

29. 2.4.1. Collaboration
Collaboration is defined by Webster’s dictionary as “to work jointly with others,
especially in an intellectual endeavor”. However, for the context of this study, it is
defined as working with groups of two or more on cognitive, non-routine, short or long-
term projects or tasks (Burton, 2005). Based on this definition, telepresence can be
described as a collaborative technology as its primary function is to bring remote groups
of people into an inclusive meeting environment to work together. Understanding how
enhanced collaboration brings value to organizations that may be considering an
investment in telepresence will be discussed in this section.
First of all, it is important to understand why improved collaboration is
considered valuable to organizations. A recent study by AT&T and the Economist
magazine (Collaboration Across Borders, 2007), states that of 497 senior executives
surveyed, 75 % of large and midsize firms plan to increase the number of collaborative
relationships they hold with third parties overseas in order to bring greater economies,
talent and efficiencies to their operations. These companies are increasingly looking to
pursue cross-border partnerships to improve their global expansion strategies. Making
such relationships successful will require the support of new collaborative technologies
and advanced videoconferencing technologies (such as telepresence) was cited by one-
third of respondents as being most beneficial to achieve these ends. The same report
states that over 60% of the same group expect that collaborative relationships with third
parties overseas to increase, while nearly 13% expect these relationships to increase
greatly. Telepresence is powerful tool for enhancing such synergistic relationships.
Slovacek (2003) concurs, stating in her findings that people prefer a technology that
17

30. allows participants to see each other and, if applicable, the article they are working on.
Telepresence offers this characteristic by providing life-like imagery of meeting
participants.
Secondly, enhanced collaboration is also profitable. Frost & Sullivan, in
conjunction with Verizon Business and Microsoft (Meetings Around the World, 2007),
report that among six vertical industries reviewed (Financial Services, Government,
Healthcare, High Technology, Manufacturing, and Professional Services) across Europe,
Asia, and the United States, that collaboration significantly impacts profitability by 29%,
profit growth by 26%, and sales growth by 27%. The study also suggests that regardless
of differences in regional business practices, the more collaborative organizations are, the
better they perform. Additionally, the report asserts that in global settings, collaboration
is twice as essential as a strategic orientation in driving high performance results
(Meetings Around the World, 2007).
However, collaboration is difficult for organizations to measure. Burton (2005)
contends that many companies find it difficult to measure a broader investment benefits
like collaboration, because it requires more than measuring the end result against the cost
of investments. The author maintains it often requires that companies focus on fine-
grained value and benefits, as well as the long- and short-term impact of these
incremental changes on the business. Even if the business teams see the value of
collaboration, they often have a hard time articulating the value to senior management,
because typically investment decisions are determined by a conventional cost/benefit
analysis. How organizations can understand the value that enhanced collaboration brings
18

31. to achieving specific business objectives, including the challenge of measuring this value,
is still difficult to determine.
2.4.2. Productivity
Productivity is defined by Merriam-Webster as the state of being productive. For the
context of this study, however, productivity is defined in terms of human labor, and is a
measurement of the efficiency of production, taking the form a ratio of goods and
services output to the input of factors of production; i.e. employee hours worked (BNET,
n.d.). Productivity is another abstract that organizations expect to enhance with advanced
collaborative technologies like telepresence. Examples of such enhancements include
faster decision making time, reduced travel time, increased employee availability for
additional meetings or tasks and less unproductive days due to travel related stress or jet
lag.
Telepresence technology, like traditional videoconferencing, is presumed to create
time savings for employees by reducing business travel. Users of telepresence
technology may now have the opportunity to attend several meetings in a single day,
which could normally take several days if conducted using traditional business travel.
Weiss and Korostoff (2006) state in their telepresence survey that respondents in the
United States and United Kingdom expect that reduced travel time will allow executives
and employees to attend at least two to five more meetings per month.
It can also be assumed that businesses decision makers see telepresence as a means to
do more, in less time. The same study by Weiss and Korostoff (2006) which included
over 200 business decision makers across the United States and the United Kingdom,
companies considering telepresence technology expect faster decision making by margins
19

32. of 78% and 69%, respectively. It also records that these same companies expect to see
monetary savings derived from less travel and more business travelers available for
meetings that they might otherwise have missed.
Time waste and jet lag stress can also largely impact employee productivity. The
Kensington technology group states that of 600 travelers reviewed, 50% required up to
two full days to catch up on business responsibilities and 12% needing at least three days.
The same study determined that productivity is lost due to time waste and stress including
travel to and from airports (55%) and waiting in airport security lines (41%) (Business
travelers less productive long after returning to work, 2003). Dr. James Maas, an expert
on sleep, reports in his study (McNair, 1998), that 94% of experienced travelers report
being bothered by jet lag. Related symptoms of this fatigue include daytime sleepiness,
insomnia, poor concentration, disorientation and slower reaction times. Time loss not
only affects employee productivity, but also a fatigued employee may affect revenue
generation.
The effects of telepresence on perceived productivity improvements will be examined
in this study. Observations correlating reduced travel and improved productivity will
also be reviewed. Lastly, how employee productivity is impacted by business travel (e.g.
effects of jet lag) and the perceived contribution telepresence brings to this dilemma by
reducing business travel will be examined.
2.4.3. Trust management
Trust, as defined by Webster’s dictionary, is the assured reliance on the character,
ability, strength or truth of someone in which confidence is placed. Trust management is
a more complex concept. Grudzewski, Hejduk and Sankowska (2008) define it as a new
20

33. strategic approach to both organization management as well as relations management.
The author’s definition extends to include the process in which an individual, (e.g. a team
member) becomes trustworthy to other individuals, thus contributing to a company’s
success and survival by promoting collaboration among individuals, as well as a process
of estimating the reliability of other individuals.
How telepresence contributes to trust management is less intuitive than
productivity or collaboration. The following section will illustrate how the building of
trust has been found to be critical to the expediency and success of developing
geographically dispersed teams. Business advantages of rapid trust development in these
teams are reported as improved team effectiveness, development of team member inter-
dependence, increase of innovation, and improving conflict resolution. These
improvements will also be reviewed in this section.
Telepresence’s fundamental purpose is to bring remote parties together from
different geographical locations to meet with one another. The effectiveness of any
meeting, face-to-face (FTF) or virtual, can be determined by how much trust exists
between separate parties. Pearn Kandola (2006), a business psychology consultancy
firm, reveals in their study of effective business communications in geographically
dispersed teams, that comparable to traditional FTF teams, trust development in
geographically dispersed teams is crucial and the speed with which it is built, and the
strength of the resulting connection, has consequences on the effectiveness of the team.
In a separate report on remote and international team working, Pearn Kandola assert that
team effectiveness is diminished when people cannot observe or overhear what other
team members may be saying when interacting with others. For example, basic emotions
21

34. so easily detectable in tone of voice, such as sarcasm, anger and humour [sic], are not
easily conveyed via email and the potential for misinterpretation may result in a lack of
trust (PK500 - Remote and international team working, 2005). In conjunction, Holton
(2001) has determined that cultural diversity, geographic distance and member isolation
also contribute to the challenges of developing trust and, in turn, impact positive
collaboration. Pearn Kandola (2006) also state that the technology choice utilized by
virtual teams now becomes an important decision, as media richness has been found to
positively impact factors attributed to trust such as team communication, commitment,
relationships among team members, and teams’ abilities to plan, exchange ideas, and to
reach consensus.
In addition to affecting the effectiveness of geographically dispersed teams, trust
is also essential in developing interdependence among such groups. Gwebu, Wang and
Troutt (2007), in their study of virtual organizations, claim that businesses that employ
these types of teams typically do so in order to explore and exploit a business
opportunity. Thus, dependence among team members is expected as means of
successfully completing the team’s business objectives and thus becomes an
indispensable factor in any successful working team’s trust relationship. McKnight and
Chervany (1996) support this statement further by stating that in groups where members
are not dependent on each other, trust is unneeded. Increased trust enhances team
effectiveness, and consequentially, the inter-dependence of individual team members.
For geographically dispersed teams, enhanced trust is also essential for providing
team members avenues for innovation. Lojeski and Reilly (2008) assert that a key
component of innovation is risk taking and team members must feel empowered to trust
22

35. that failure is an option or risk taking will diminish. Holton (2001) concurs stating that a
key dynamic of successful geographically dispersed teams is an environment where
individuals are comfortable in sharing and challenging their personal insights, concerns,
ideas and assumptions without fear or risk of repercussion.
One negative factor to trust building in any team is conflict. Geographically
dispersed teams are impacted greater by conflict due to the nature of their circumstance
and not having the ability to meet face to face. King (2007) states that alternative
methods of communication such as email or instant messaging do not carry the same
subtle verbal and non-verbal cues that come with videoconferencing or face-to-face
meetings, leaving team members with fewer indicators or cues to process in determining
to trust or not to trust another member. This can also be exasperated by the ‘virtual
silence’ caused by non-responses to email or voice mail documented in Some’s (2007)
thesis involving virtual identity. Pearn Kandola (2006), found that geographically
dispersed teams experience significantly more conflict than face-to-face teams as their
distant members must struggle to come to terms with different perspectives, unshared
information and tensions between distant subgroups. This is multiplied if team members
have little or no history working together. However, in their study, it was found that
using video-conferencing resulted in significant improvements to the quality of a team’s
decisions and increased levels of performance and trust.
Videoconferencing also contributes to accelerating the development of the trust
management concept by allowing members of geographically dispersed teams to see each
other, and as a factor for effectively reducing time for conflict resolution amongst
geographically dispersed team members. However, video still does not convey the same
23

36. amount of non-verbal communication found in face-to-face meetings. Hambly (2007)
posits that while it provides the benefit of augmenting verbal communications with
gestures, conveying attitudes by expressions and posture, and better understanding the
reason for pause in the conversation, physical gestures and nonverbal communication
tend to be less natural and more restricted with video when compared to face-to-face
communication.
Team effectiveness, inter-dependence, innovation and conflict resolution in
geographically dispersed teams have been linked to trust and the speed to which it
established. Trust management and how it is implemented, especially in such teams, can
be a contributor to a group in achieving business objectives. Obstacles to the
development of trust management and cohesion amongst geographically dispersed teams
are somewhat alleviated by using video as a communication method.
Questions regarding the significance of communication between geographically
dispersed teams via telepresence versus other, non-video methods such as email, audio
conferencing and web-based applications will be explored in this study. The pace which
telepresence may establish trust in these teams, when compared to traditional face-to-face
meeting, traditional videoconferencing, and other non-video options will be examined.
Lastly, the impact telepresence has on the speed of a geographically dispersed team’s
formation, conflict resolution and successful communication will be assessed.
2.5. Chapter Summary
Telepresence technology has evolved videoconferencing towards an improved
meeting experience, devoid of the frustrations, limitations and difficulties that many have
experienced and associated with traditional videoconferencing. The significance of the
24

37. three abstracts of collaboration, productivity and trust management are still difficult to
describe, let alone quantify, in the context of this technology. It is important for
organizations considering an investment in telepresence to understand how each abstract,
singularly or in combination, is affected when incorporated with telepresence technology
and the resulting influence they contribute towards achieving the defined business
strategies of the organization. This study will further explore the relationships between
collaboration, productivity, and trust management and the perceived contribution
telepresence technology brings to each.
25

38. Chapter 3 – Research Methodology and Design
3.1. Research Methodology and Design
The primary objective of this chapter is to detail how the research was designed,
to provide the rationale and justification for the design approaches, and the effects the
design preferences have on the research. The secondary purpose is to discuss the
conceptual framework within which the research was conducted, to state the problem
statement, detail the procedures for recording and manipulating the data, and to comment
on the reliability of the research findings.
3.2. Research Approach
The research used for this investigation into the perceptions of three abstracts of
collaboration, productivity, and trust management impacted by telepresence technology is
exploratory in nature. A qualitative research approach was utilized for this study. An
online survey consisting of questions regarding telepresence technology and
collaboration, productivity, trust management, and other related traits was used to collect
the research data. The population sampling method used in this research was a substrata
of quota sampling, known as ‘snowball sampling’.
Rationalization for employing qualitative and exploratory techniques in a
systematic approach to the exploration of the problem statement will be detailed in the
following sections of this chapter. These methods were selected because they
represented the optimal approach to exploring the perceived impact the selected abstracts
of collaboration, productivity, and trust management have in relation to telepresence
technology without influencing the outcome. By offering online survey participants both
closed and open-ended questions, in combination with the periodic opportunity to register
26

39. their comments, provided the researcher the opportunity for more meaningfully analysis
and interpretation of the data.
3.2.1. Advantages for Using an Exploratory Research Method
There are various benefits for using an exploratory research approach in
conjunction with an online survey for a study of this kind. The research in the literature
review identified the three abstracts of collaboration, productivity, and trust management
presumed to be impacted by the usage of technologies such as telepresence. As described
in Chapter 2, because of the difficulty that accompanies measuring the positive or
negative influence these abstracts (when accompanied by telepresence) have on users,
understanding their definitive influence is less suitable to a quantitative study.
Marshall and Rossman (1999) articulate that an exploratory research method
serves three purposes: To identify or discover important categories of meaning,
investigate little-understood phenomena, and to generate hypotheses from which to
conduct further research. This study will encompass all three objectives. It will identify
categories of meaning by examining survey participant’s perceptions of collaboration,
productivity, and trust management. The phenomena of these abstracts, within the
context of telepresence usage, and their impact on participants will be examined. Lastly,
based on findings from the data analysis, recommendations for further research on this
topic will be suggested.
Similar to many exploratory research designs, this study used the quota sampling
process to select the individuals for the survey research. Quota sampling’s logic espouses
that certain relevant characteristics describe the dimensions of a populace and if a sample
has the same distribution on these traits, it is likely to be representative of said population
27

40. regarding other variables. In combination with the quota sampling method, the substrata
approach of snowball sampling was employed (Business research methods, 2006). This
additional method provides the researcher flexibility in subject selection as it allows for
the original, pre-determined group of survey participants to refer him to others who
posses their similar characteristics. This technique provides for an opportunity for
gathering subjects for the study that may be outside the researcher’s original capacity,
while simultaneously providing comparable subjects for the study.
3.2.2. Advantages for Using an Qualitative Research Approach
Researchers use qualitative research methodologies to gain an expansive
understanding of a selected subject. Marshall and Rossman (1999) claim that a
qualitative research approach provides value for studies that examine little-understood
innovative systems or phenomena, search for a deeper understanding of participants’
lived experiences of the phenomena, and the importance of context, setting and the
frames of reference of participants. Fossey, Harvey, McDermott, and Davidson (2002)
state this approach also assists researchers seeking to develop an understanding of the
meaning and experiences of humans. These authors also conclude that qualitative
research may also illuminate subjective meanings, actions and social contexts, as
understood by research participants. In addition, Ambert, Adler, Adler, & Detzner
(1995) maintain that a qualitative research approach may fall within the context of
discovery rather than verification. This aids researchers aiming to understand thought
processes used to probe and understand a particular subject. Lastly, Moore, and
Benbasat, (1991) concluded that this method is typical in measuring perceptions of
technological innovations for which a sophisticated conceptual understanding does not
28

41. yet exist. Acknowledging these examples, a qualitative research approach is
demonstrated to be an effective method for collecting data regarding telepresence’s
contribution to the three key abstracts of collaboration, productivity, and trust
management and the importance the combination of each have for organizations to
achieve business objectives.
3.2.3. Advantages of Using Self­Administered Online Surveys
A self-administered online survey was used to collect the research data across
several industries (see Appendix B). An online survey provided several advantages for
the context of this study. Its low cost method and easily accessible format via the
internet, allows for potentially high response rates in a short time frame. It also provides
anonymity for participants by ensuring no connection or association to the final data
results. Furthermore, this method does not limit the researcher to a small pool of
participant resources, indicative of the interview-based method normally associated with
qualitative studies. The survey ensured that participants believed it was a worthwhile use
of their time by providing a detailed explanation of its scope and purpose. Also
incorporated was the use of a visual aid to assist with the understanding the environment
and concept of telepresence technology; another advantage attributed to this approach.
Lastly, the online survey method provides a faster participatory experience and allows the
researcher to collect substantive data that to be quickly downloaded and culled using
statistical software tools.
These listed advantages for using the self-administered online survey method of data
provisioning for this study supplanted the utilization of the traditional method of
interview-based data discovery. By employing the snowball sampling method, additional
29

42. qualified survey participants were acquired than the researcher could have discovered or
contacted on his own.
3.3. Conceptual Framework
As stated previously in the literature review, three abstracts have been identified for
exploration regarding their perceived relationship with telepresence and the consequential
relevance to organizations in achieving business objectives. These abstracts are
collaboration, productivity, and trust management. The value of telepresence in
combination with these abstracts may be prima facie to users or evaluators of the
technology, however in order to improve the comprehension of each abstract’s benefit,
key business decision makers need an improved means of evaluation. When evaluating
collaborative technologies such as telepresence, organizations understand the inherent
value of improved collaboration, productivity, and trust as detailed in the literature
review. The challenge, however, lies in understanding the value telepresence technology
brings to the organization when combined, or in aggregate, with individual abstracts. It is
the aim of this study to investigate the perceived contribution of telepresence, when
combined with these abstracts, on potential users of this technology.
Perhaps more importantly, the relative influence telepresence has on these
abstracts in the context of an enterprise environment may be the subject of future research
employing additional, rigorous quantitative methods. The study does not encompass
grounded theory (Glaser & Strauss, 1967) per se, as it proposes no specific theory, but
within the categories of qualitative research proposed by Peshkin (1993), this study
should be considered interpretational in nature, as it seeks to provide systematically
derived data that contribute to general knowledge.
30

43. As detailed earlier in previous sections of this chapter, this study employs a
qualitative approach and exploratory method to determining the importance of the three
specific abstracts of collaboration, productivity, and trust management when
accompanied by the telepresence technology. Using this approach, a conceptual
framework structure was designed to develop and refine the survey questions. See Figure
3-1.
Figure 3-1: Visual representation of the conceptual framework
3.4. Problem Definition
It is presumed that telepresence technology can assist enterprises in achieving
business goals and objectives by improving collaboration, productivity, and trust
management. This improvement may lead to cost savings, and increased profit.
Organizations need to better understand how telepresence technology, when combined
with these abstracts, assists with the accomplishment of future business strategies. While
31

44. the resulting value of an improved abstract, or abstracts in aggregate, is difficult to
determine and unique to every company, determining how much these may be enhanced
using telepresence, and their resulting contribution to the success of the organization, has
not been accurately assessed.
3.5. Problem Statement
How can organizations better understand the perceived contribution telepresence
technology has on the three abstracts of collaboration, productivity, and trust
management?
3.6. Study Setting and the Extent of Researcher Interference
The study was conducted in non-contrived manner using the online survey
service, surveymonkey.com. All elements employed by this service used to track a
individual participant’s personal identity or computer’s IP address were disabled. No
survey questions were required to be answered and participants were given the option to
skip any or all questions. No influence upon existing businesses processes or decisions
were proposed and the individual’s participation in the survey took place at the subject’s
convenience and chosen location.
3.7. Unit of Analysis
The unit of analysis for this study is the individual. Survey participants were
targeted professionals who, in the context of their daily business lives, could directly
relate to the effects of telepresence in combination the abstracts of with collaboration,
productivity, and trust management. The data and comments collected from the online
survey were derived solely from the individual subject’s point of view.
32

45. 3.8. Time Horizon
The research data collected for analysis was accomplished using a self-
administered online survey, sampling individuals who represented the targeted
organizations and professions of business consulting, finance, information technology,
insurance, sales, and other industries over the course of four weeks during July and
August 2009.
3.9. Procedure for Recording and Manipulating the Data
The procedure for recording the survey data was comprised of the following
steps. A survey participant received a hyperlink, via an introductory email, to the online
survey at surveymonkey.com. Activating this link brought each participant to the first
survey web page where a required ‘Statement to Subjects’ was posted. This statement
contained an explanation of the study and the researcher and his advisor’s contact
information. From this page, participants could determine whether to proceed or exit the
survey by providing a “Yes” or “No” answer. If a “Yes” answer was selected, the
participant continued to the next question in the survey. If a “No” answer was selected,
the participant was directed to a thank you page at the end of the survey. No steps were
taken to require further participation. All responses and non-responses to survey
questions were collected by surveymonkey.com. No collected data was reviewed or
analyzed by the researcher until post survey closure.
Data was manipulated using three different methods. The first method
incorporated using the software tools for filtering and cross-tabulation available to
professional subscribers of surveymonkey.com. The second method utilized custom
filtering and pivot table configurations created by the researcher using Microsoft Excel
33

46. 2007. The third method incorporated the use of the SPSS statistical analysis software
program for further scrutiny of the data.
3.10. The Process for Selecting Companies and Subjects
The target subjects for this research were professionals in the consulting, finance,
sales, insurance and information technology sectors. Due to the integrated snowballing
sampling method mentioned earlier in this chapter, other industries such as
telecommunications, manufacturing, educational academies, and governmental
institutions contributed in smaller response numbers. Targeted organizations were
international and domestic organizations ranging from 1,000 to more than 10,000
employees.
3.11. Content Validity
Content validity was verified by reviewing related literature and by soliciting
feedback from three different segments of the telepresence community. These subjects
were chosen from a leading equipment vendor, an independent technology group that
focuses on rich media conferencing fields, and an independent, widely regarded subject
matter expert in the field. All three were asked to review the constructs of the study as
well as the entire survey to solicit feedback and determine content appropriateness. Some
of the recommended changes were incorporated into the survey as a result.
3.12. Human Subject Protection Measure
This survey was performed in full conformity of the required Federal regulation
mandating that all involved with conducting or supervising research make certain the
rights and welfare of participants and subjects are sufficiently protected. The New York
34

47. University Institutional Review Board (NYU IRB) was the authority committed to
enforce this regulation. Both the researcher and the research sponsor completed and
passed an examination demonstrating their familiarity with regulation guidelines and
their ability to maintain such guidelines. The NYU IRB distributed to the researcher an
application to the University Committee on Activities Involving Human Subjects
(UCAIHS) for completion and submission to UCAIHS. The completed application,
accompanied by copy of the research survey, thesis proposal and survey consent form
were reviewed by UCAIHS. Upon approval, the UCAIHS staff informed both the
researcher and the sponsor that the research complied with the Federal regulations to
protect human subjects (see Appendix C).
3.13. Chapter Summary
The research method chosen for this study used an exploratory method and a
qualitative approach. It incorporated a quota sampling method for determination of
population’s representative characteristics, in conjunction with the related technique of
snowball sampling to acquire additional survey participants unavailable to the researcher.
This approach acts as a foundation for developing a study that examines little-understood
phenomena and focuses on the context of discovery rather than verification. A self-
administered online survey was used to gather data from across several business
industries. The literature provided the basis to construct a conceptual framework from
which to generate the problem statement and design and develop the survey questions.
The unit of analysis for this study was the individual (i.e. individual professionals
participating in the online survey) and research data was collected in an unobtrusive
35

48. manner over the period of four weeks. Content validity was provided by a trio of industry
influencers for content appropriateness and recommended changes to the online survey.
36

49. Chapter 4 – Data Collection
4.1. Introduction
This chapter will focus on the data collection methods employed in this study. It
will explain why additional survey questions beyond the scope of the three abstracts of
productivity, collaboration, and trust management were included in the online survey. It
will clarify the process for the development of the survey questions. Reasoning for how
and why participants were selected will be examined. The survey size and completion
rates will be reported and encountered problems and potential solutions will be discussed.
4.2. Explanation of included additional survey questions
The online survey consisted of 43 topic-related questions and 10 demographic
questions (see Appendix B). An additional topic was explored beyond the scope of the
three abstracts (collaboration, productivity, and trust management) associated with this
study. This additional requested information focused on the abstract of quality of life.
These questions focused on a participant’s perception of telepresence technology
enhancement of quality of life, the magnitude of such improved quality of life, and
usages for time savings attributed to an improved quality of life.
The motive for the inclusion of this additional subject in the online survey was the
opportunity to obtain key insights for future business research and collaboration with
other professionals in the videoconferencing industry. Vendors and associated partners
of telepresence technology manufacturers have surveyed business organizations and users
of traditional videoconferencing and telepresence regarding this abstract but have not
developed empirical studies to determine the true value of its impact. The foundation of
a thesis study provided an additional opportunity for the collection of related information
37

50. from an appropriate cohort of professionals without the need to re-collect the data at a
future date. It also provided a legitimate platform for participants’ input knowing the
study originated from a reputable, nationally known university.
4.3. Survey question design
Survey questions were derived from two sources: content described in the
literature review and the researcher’s personal experience using and evaluating
telepresence technology. Using these two references, eight survey categories were
developed. These categories were: videoconferencing /telepresence usage and
familiarity, travel habits and productivity, quality of life, geographically dispersed team
interaction, trust, value of telepresence, and demographics. As reviewed in the previous
section, the category regarding quality of life was included in the survey but not
incorporated into the scope of this study. The remaining seven sections contributed to the
development of survey questions incorporating the three abstracts of collaboration,
productivity and trust management in relation to telepresence.
Collaboration questions focused on three themes: The perceived impact of
telepresence on collaboration with regard to geographically dispersed teams and on
partners versus other collaborative means (i.e. email, audio conferencing, web-based
tools, and traditional video conferencing), and on internal business functionality.
Questions addressing productivity examined the topics of travel and productivity
(including travel-related stress), business functionality, and the productivity’s impact on
geographically dispersed teams. Last of all, trust management questions explored the
perceived impact of trust development, the impact on technology choices and trust, and
conflict resolution using telepresence in comparison to previously noted collaborative
38

51. tools. Using these subjects as a baseline, survey questions were developed to illicit
participant’s responses for each theme and subsequent topics.
4.4. Participant Selection
Survey participants were selected based on their occupation and seniority level
within a variety of professional industries. The reviewed industries fit a business profile
that could relate to the concept and potential impact of telepresence technology within
their industry. The following section details the selection process and justification for
participation in the online survey.
4.4.1. How participants were selected
Participants were initially requested through relevant business groups (i.e.
consulting, sales, business travel) available on the social networking business site
LinkedIn.com, and from the researcher’s personal industry contacts. The primary
targeted subjects for the survey consisted of active professionals in the consulting,
finance, sales, insurance and information technology disciplines. Because of the
incorporated snowball sampling approach detailed in Chapter 3, additional participants
from educational organizations, manufacturing, telecommunications, and governmental
institutions, and others contributed to the overall survey results, however in considerably
smaller numbers. No professional services were employed to provide a true sampling of
the relevant industry populations.
39

52. 4.4.2. Why participants were selected
The select industries of consulting, finance, sales, insurance and information were
selected for three reasons. First of all, each represented a relevant target audience
available to the researcher. Secondly, they represented an appropriate employee
population size and global organizational scope relevant to a study concerning
telepresence. Lastly, the surveyed industries all reported populations ranging from 1,000
to more than 10,000 employees, with teams located both domestically and internationally.
4.5. Sample size and response rate
The intended sample size for the online survey was 100 participants. This number
represented the intended the anticipated minimum response rate of the survey. The
survey was sent to 201 individuals across the aforementioned-targeted business
industries. The survey was started by 245 individuals and completed by 214 participants,
for a completion rate of 87.3% of all initiated surveys. This difference between the
targeted participant population size and completion total resulted from the incorporation
of the snowball sampling technique into the survey. As mentioned previously in Chapter
3, this method allowed survey subjects to forward the study to other professionals in their
related industry, allowing additional individuals beyond the recruiting capacity of the
researcher to participate in the study.
4.6. Data collection problems and suggested solutions
After completion of the survey, it was determined that four tactics could have
been employed to improve the overall data collection. First of all, the researcher’s
limited population available for survey participation was not broad enough to encompass
40

53. all industries using or considering using telepresence technology. This deficiency could
have been alleviated by employing a professional survey organization to provide further
access into organizations and individuals that had not contacted by the researcher.
Secondly, the broad spectrum of questions could have been reduced in both scope and
count. It was reported to the researcher that survey completion time was longer than
some participants had expected. Third, the inability to require answers to survey
questions allowed some question to go unanswered. As a condition of UCAIHS, this
condition was removed from the survey. Lastly, the design of the survey questions could
have been simplified. The questions were designed using ordinal, nominal, interval, and
ratio answers. Reducing this design to two only types of answers would have contributed
to easier data review.
4.9. Conclusion
This chapter provided details for the data collection method used for this
study. It detailed the justification for additional questions included in the survey and the
aspects involved in the construction of all survey questions. It clarified the criteria and
justification for participant selection in the online survey. The survey sample size and
response rate was identified and reported, showing a sizable increase from the anticipated
minimum response rate. Lastly, encountered problems with the data collection were
detailed and solutions for each presented.
41

54. Chapter 5 – Data Analysis and Summary of Observations
5.1. Introduction
The main objective of this chapter is to review and summarize the online
survey findings regarding the potential contribution of telepresence in conjunction with
the abstracts of collaboration, productivity, and trust management. It will also focus on
presenting the resulting data in a structured way for easier analysis, to analyze the data,
and to provide a discussion of findings. This chapter will provide a brief review of the
data collection method and demographics of survey participants. Finally, it will also
review the factors identified from the online survey and identify their relevance to the
themes described in the literature review, determine the goodness of the accumulated
data, and describe the relation of results to the conceptual framework described in
Chapter 3.
5.2. Data Collection Review
The purpose of this section is to provide a brief overview of the data collection
method previously covered in Chapter 4 to provide a context of the online survey
participants in relation to the following sections describing the demographics, data
analysis and approach, and data interpretation.
5.2.1. Participant Selection, survey scope, and completion rate
Participants for the online survey were selected based upon their current
occupation and seniority level within a variety of professional industries. The targeted
industries that contributed principally to the survey were consulting, finance, sales,
information technology, and insurance. Other industries such as academia, the arts, and
42

55. government participated in considerably smaller numbers. These principle industries
were selected as each fit business profiles that have the potential to utilize and benefit
from telepresence technology.
The original participant scope for the online survey was set at a minimum of 100
participants. It was sent via email to 201 individuals across the previously mentioned
industries. Other participants were acquired by utilizing the snowball sampling method
detailed in Chapter 4 as well as the social networking business site LinkedIn.com. No
incentives were offered to participants for the completion of the study. The survey was
initiated by 245 individuals and fully completed by 214 participants. A completion rate
of 87.3% of all initiated surveys was recorded during the four weeks between the
commencement and conclusion of the online survey.
5.2.2. Explanation of additional survey questions
As identified earlier in Chapter 4, the motive for inclusion of additional survey
questions regarding the subject of quality of life was an opportunity to acquire insight for
future business research and collaboration with other videoconferencing industry
professionals. Vendors of telepresence technology have reviewed organizations and
individuals using or considering purchasing telepresence technology regarding how
telepresence may influence quality of life. However, these vendors have not developed
empirical studies to determine the abstract’s full impact when combined with
telepresence. This study provided another opportunity to add to the relative knowledge
base regarding the impact telepresence might have on the users’ quality of life.
43

56. 5.2.3. Survey questions included in study
The online survey consisted of 53 questions. Forty-three questions were topic-
related and 10 questions concerned demographics of the sample population. The survey,
containing all 53 questions, was broken down into seven sections of differing lengths (see
Table 5.1).
Table 5.1
Online Survey Questions and Subjects
Section Subject Questions
1 Informational 1-7
2 Travel & Productivity 8-25
3 Quality of Life 26-28
4
Geographically dispersed teams &
telepresence usage
29-35
5 Trust Management & Teams 36-39
6 Value of telepresence 40-43
7 Demographics 44-53
Questions one through seven were informational in nature and focused on three
topics: agreement to complete the study, familiarity with telepresence and
videoconferencing, and videoconferencing usage. Survey questions eight through 25
were dedicated to understanding travel and productivity. The following section reviews
quality of life in relation to telepresence and contains the questions 26 through 28, which
were excluded from this study (see Chapter 4, Section 4.2. for explanation). Questions
29 through 35 centered on geographically dispersed teams and telepresence usage. The
next section’s questions, 36 through 39, explore the concept of trust development among
teams within the context of telepresence technology. Questions 40 through 43 assess the
value of telepresence for business development, collaboration, and productivity. The
44

57. final section containing questions 44 through 53 explores the demographics of the survey
participants.
5.2.4. Survey questions excluded for study
Three questions were determined to be beyond the scope of this study. The
questions in section three, number 26 through 28 were concerned with the topic of
telepresence and its impact on quality of life (see Appendix B). The results of questions
26 through 28 are further detailed in Appendix D. Additional analysis, interpretation, or
discussion of this segment of questions will not be commented on further in this study.
5.3. Demographic Review
5.3.1. Demographics topics included in online survey
The following ten respondent characteristics were assessed in the demographics
section of the online survey: gender, age, education level, employment status,
employment category, organizational size, time spent in current industry and role,
management or supervision of others, and management level. These were selected in
order to present a detailed insight into the sample population who contributed to the
online survey. Similar to other survey questions, answers were not required for any
question in this section as described in the previous chapter.
5.3.2. Demographic results
These demographic characteristics were selected in order to determine several
defining factors about the sample that contributed to the online survey. A table detailing
the total demographic characteristics of the sample can be found in Appendix E. The
following examples are statistics highlighting each category.
45

58. Men, in comparison to women, contributed approximately three times more
survey submissions, returning a 76.4% to 23.6% result, respectively. The highest
category of age for male and female survey participants was between 35 and 44 (42.5%).
The second highest category was between 45 and 54 at 27.8%, followed by 26 to 34 at
20.3%. The vast majority had college degrees, demonstrated by a frequency of 45.8%
stating they had received a four-year degree, and the combination of 42.9% indicating a
masters or doctorate degree.
Virtually all participants were employed, either by as an employee of an
organization, or self-employed, with only 0.5% describing their status as unemployed.
Employment industry categories returned 23 separate results. Categories ranging higher
than 5% of the total sample population were, in descending order: Information
technology – services and data, sales, finance, consulting, telecommunications, insurance,
and “other.” As previously mentioned in the Chapter 4 (Section 4.4.2.), these business
sectors (with the exception of telecommunications and “other” categories) were the focus
for this study (see Table 5.2).
Table 5.2
Industries with More Than
5% of Survey Responses
Response Percent Response Count
Information Technology –
Services and Data
25.5% 53
Sales 14.4% 30
Finance 12.0% 25
Consulting 11.5% 24
Telecommunications 7.7% 16
Insurance 6.3% 13
Other 4.8% 10
46

59. A majority of respondents, 60%, indicate they have been involved in their
industry over ten years, followed by 21% reporting 5 -10 years, and 17.1% from 1-5
years. The survey population reported that 54% have been in their current position for 1-
5 years, followed by 21% claiming 5 - 10 years, and finally, 15% for more than ten years.
Nearly three quarters of respondents, 74.3%, reported management or supervisory
responsibility. Of the entire survey population, 30.8% listed their management role as
senior management, 43.6% as middle management, with 23.2% responded that role was
not applicable or indicated other. Participants’ organizational size ranged from small to
very large. The three highest frequency categories were organizations with more than
10,000 employees at 52.6%, followed by organizations of 1,000-5,000 employees at
18.5%, and lastly small businesses of less than 100 employees at 12.8%. In total, the
sample population indicates that the majority of participants were male, at a
representative working age, well educated, have spent adequate time in their industries
and current roles, were management oriented, and worked in large organizations.
5.4. Review of three primary abstracts related to study
A brief review of the three abstracts of collaboration, productivity, and trust
management, examined in the literature review, will be the subject of this section. It is
relevant that these be reviewed as the contribution of telepresence on these abstracts
provide the foundation of the data analysis approach detailed in the following section.
Collaboration, productivity, and trust management, within the context of video’s
impact, were examined in the literature review. Collaboration and video, when
effectively executed, were determined to be profitable to organizations by having a
positive effect on performance. Enhanced collaboration was also revealed as an effective
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60. tactic for many industries strategically expanding into global markets in efforts to bring
greater economies, talent and efficiencies to their operations. Productivity’s importance
to organizations, combined with video, was demonstrated to reduce time required for
decision-making, travel time, and possibly reduce associated costs. The literature review
also illustrated how employee availability for additional meetings and tasks, and less
unproductive days due to travel related stress or jet lag, may result in improved
productivity. Lastly, the concept of trust management in combination with
geographically dispersed teams was shown to influence team effectiveness, development
of team interdependence, increase innovation, and improve conflict resolution. These
themes will be examined in sections 5.7.1. through 5.7.3.
5.5. Data Analysis Approach
This study incorporates the qualitative data analysis technique for interpreting the
data as outlined by Miles and Huberman (1994). The authors posit that data analysis
involves three steps: data reduction, data display, and finally, conclusion drawing and
verification. Data reduction refers to the process of organizing the data into a simplified
design and transforming the field data (i.e., the recorded data from the online survey) into
a format that could be used to easily draw and verify a conclusion. The data display
procedure refers to the method of assembling the field data into a structured format, used
to gather conclusions. The conclusion drawing and verification process involves
identifying patterns, including noting any irregularities, shortcomings, and
inconsistencies of the data, and proposing further analysis. The themes identified in the
literature review provided the foundation for designing the survey questions and
developing these into general categories. Finally, factors identified from the literature
48

61. review were contrasted against the accumulated data factors to identify possible patterns.
This method was also used to discover any irregularities, shortcomings, or
inconsistencies of the sample data, and for proposing suggestions for further analysis.
5.5.1. Category development
Five primary categories were developed to organize the online survey questions
into manageable sections (see Table 5.3). The first category was derived from the first
survey section regarding experience and usage with traditional videoconferencing and
telepresence technology. Categories two, three, and four were developed from the
literature review’s examination of the three primary abstracts of productivity,
collaboration, and trust management. The fifth and final category was derived from the
demographic information (see Appendix F for complete category and question
information).
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62. Table 5.3
Online Survey Category Numbers, Categories and Descriptors
Category # Category Description
C1 Informational Informational
C2 Collaboration
Collaboration and teams
Collaboration and Partners
Collaboration and Internal Business
Functions
C3 Productivity
Productivity and Travel
Productivity and Teams
Productivity and Business Responsibility
C4 Trust
Trust Development
Trust and Technology Choice
Trust and Conflict Resolution
C5 Demographic
Gender
Age
Education
Employment
Organizational Size
Organizational Role
Each category was given a number and a keyword to reflect the description of the
included subject matter: C1-Informational, C2-Collaboration, C3-Productivity, C4-Trust,
and C5-Demographics. Relevant questions were coded using the first letter of the
category. As a result, questions pertaining to informational, productivity, collaboration,
trust, and demographics are preceded with the capital letters I, P, C, T, and D,
respectively. Categories C1 through C5 were further divided into sub-sections
concentrating on specific subject matters relevant to the individual category topics. This
method allows the reader to discern which category the question is related to, based on
the initial letter of the question, regardless of sub-section (see Appendix F for complete
category and question information).
Certain survey questions were multi-part questions. These particular questions all
employed a Likert scale of 1 through 5 or 1 through 7 for measurement. However, it
50