Review Welch's 2014 article, "Exploring the Impact of Communication Technologies in Business Air Travel," from this unit's readings.Compose a formal, APA-formatted paper of no more than 700 words (w
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Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
EXPLORING THE IMPACT OF COMMUNICATION
TECHNOLOGIES ON BUSINESS AIR TRAVEL
Melinda Welch, University of Mary Hardin-Baylor
ABSTRACT
The airline industry suffered a 6.1% decrease in air traffic during the 2008 recession.
One of the speculated reasons for that decline has been the rise in computer-mediated
technology, which has allowed people to meet virtually all across the globe. The availability of
such computer-mediated technologies has resulted in the increased examination of their
effectiveness as a substitution for airline travel. The purpose of this phenomenological study
was to explore the lived experiences of business travelers’ use of commercial airlines versus use
of computer-mediated technologies. Data were gathered from 60 business travelers in the
Atlanta-Hartsfield Jackson International Airport in Atlanta, Georgia. The data were analyzed
using the motivation-opportunity-ability framework and coded to identify themes. Findings
showed business travelers prefer a combination of computer-mediated and face-to-face
communication. Participants noted a heavy reliance on email for communication, with training
as a common reason for travel. Smart phones were also stated as critical devices for business
travelers, and laptop computers were identified as helpful tools when out of the office. Findings
represented that business travelers still find business travel important augmented by computer-
mediated communication. Findings suggest the need for airlines to support wi-fi technologies
and plug-in stations supporting business travelers. Findings also suggest that organizations
continue to develop video conferencing technologies when air travel is prohibitive. This study
contributes to overall positive social change by helping tourism and hospitality industries target
business professionals more effectively by providing business centers, offering wi-fi, and
targeting training and large-scale meeting needs.
FOUNDATION OF THE STUDY
Business travel has changed in the years following the 2001 terrorist attacks on the World
Trade Center. Since this time, airlines have entered into bankruptcy and travel is substituted by
emerging technologies, such as videoconferencing (Santra & Giri, 2009). In this study I assessed
the needs of the business traveler to discover when they are still finding the need to travel via
commercial airline versus using these emerging technologies for business meetings.
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BACKGROUND OF THE PROBLEM
September 11, 2001 was a devastating day in the United States; but, no one could have
predicted the impact it would have on the future of commercial airlines (Chi & Baek, 2012). In
the subsequent years, airlines began filing bankruptcy as the wars in Iraq and Afghanistan began,
and the rising cost of jet fuel began to become an industrial challenge (Bhadra & Kee, 2008).
Consequently, management began to look to technology for less expensive ways to connect with
clients, employees, and shareholders. Although these technologies can be an effective
substitution for face-to-face meetings (Santra & Giri, 2009), there has to be a combination of
both computer-assisted communication and face-to-face meetings (Celuch & Murphy, 2010).
Technology has enabled work teams to become more dispersed geographically. However, the
need for frequent communication among workers is still critical to the team’s success (Reed &
Knight, 2010).
There is a gap of literature regarding why business travelers conduct business using face-
to-face meetings or through the use of computer-assisted technology. Aguilera (2009) explored
the reasoning behind the choice for businesses to have workers travel via commercial airlines;
but, this needs to be explored further. Aguilera stated that the more complex the issue, the more
likely it will require a face-to-face meeting. I sought to fill the gap by asking why business
travelers choose to travel instead of using emerging technologies. The research provided in this
study will help contribute to an improved business practice for commercial airlines and other
hospitality industries that focus on meeting the needs of the business traveler.
PROBLEM STATEMENT
According to Pearlman and Gates (2010), companies have to innovate with technology
when it comes to business meetings. Emerging technology is allowing people to meet virtually
all across the globe, and this is affecting companies with decreasing budgets and impacting the
airline industry. The airline industry suffered a 6.1% decrease in air traffic during the 2008
recession and is still struggling to recover with gas prices continuing to rise and a significant
drop in passengers (Franke & John, 2011). The general business problem is the decline in
business travelers using air travel has caused a decline in other industries that are tied closely
with commercial airlines (Pearlman & Gates, 2010). These industries include hospitality
services, for example hotels and other meeting facilities. The specific business problem
addressed in this study is the need to identify when business travelers are choosing air travel
instead of using the many technology choices available.
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PURPOSE STATEMENT
The purpose of this qualitative phenomenological study was to explore the lived
perceptions and experiences of business people who are choosing to travel by commercial airline
versus using numerous available emerging technologies for business purposes. I interviewed 60
participants at Hartsfield-Jackson International Airport in Atlanta, Georgia using a modified Van
Kaam method (Moustakas, 1994). The interviews were audio recorded and then transcribed.
The resulting data was formatted in matrices to identify trends.
The population for this study was current business travelers in the United States, 18 years
or older, who chose to travel via commercial airlines for specific business needs.
RESEARCH QUESTION
The purpose of this qualitative study was to gain insights into the reasons why business
travelers choose to travel via commercial airliners rather than use computer-assisted
communication technologies. The need to understand when business travelers choose to travel is
an important aspect in understanding the underlying business needs in the United States
(Aguilera, 2008). Literature exists on the airline industry’s potentially decrease in profits
through the use of computer-assisted communication (Aquilera, 2008; Berry, 2008; Gustafson,
2012; Lu & Peeta, 2009). The literature consists of communication theories and the necessity of
face-to-face meetings and computer-assisted communication being used to complement one
another, rather than substitute forms of communication (Carare & Chang, 2010; Celuch &
Murphy, 2010; Gustafson, 2012; Lu & Peeta, 2009; Majumdar, 2010; Santra & Giri, 2009). The
central research question proposed for this study is as follows: Why do business travelers choose
to travel versus using emerging technologies?
Subquestions for this study are as follows:
1. Why would an employee travel for business instead of using a number of emerging
technologies for communicating?
2. What technologies do business travelers use when traveling, and which ones would help
make them more productive?
3. What technologies do business travelers use instead of choosing to travel, and what are the
reasons behind this?
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ASSUMPTIONS, LIMITATIONS, AND DELIMITATIONS
Assumptions
It was assumed that the research was conducted in a natural setting. According to
Creswell (2007), the importance of conducting the research in a natural setting is critical for the
participant to feel at ease during the interview process. It was assumed that inductive analysis
was the best method to interpret the data. Inductive analysis was used in this study to interpret
the themes within the data. This analysis was used to accurately gain interpretation of the
participants lived experience.
It was assumed that the participants answered the questions honestly and to the best of
their ability and that the focus was on the participants’ meanings and interpretations of the
questions. I was there to facilitate the questions and record responses, and did not have any
influence on the participant. Also, to insure this, the participants and I had no prior knowledge
of each other.
The final assumption is that I conducted a thorough literature review prior to conducting
analysis. This allowed me to know the multiple perspectives that participants might have to
better interpret and analyze the data.
Limitations
The limitations are: (a) the study was restricted to the population within Hartsfield-
Jackson International Airport, (b) I was seeking a cross-section of interviews that relate to jobs
and industry, and (c) the data were captured over the course of 3 days.
The population is a concern with any qualitative phenomenological study (Bernard, 2000)
and the main limitation is that the study was limited to the Hartsfield-Jackson International
Airport. This could be a possible limitation due to the population traveling to certain locations
that the Hartsfield-Jackson Airport services. Even though it is a major airport hub in the United
States, it is not inclusive to every possible destination.
Another limitation is the fact that the research is broken down into several industries and
types of jobs of participants. This includes industry types that are classified as service, product
or retail/distribution. The job categories are broken down within the industry as:
sales/marketing, operations/manufacturing, consulting/outsourcing services, and company-based
support services. While this list is not comprehensive of every possible business traveler, this
could be considered a limitation within the study.
The time period of data collection is another limitation to the study. The data were
collected over a 3-day period. This is a short time of data collection and the participants might
have had certain biases that occur out of my control during that time frame. Possible outside
influences include: airport travel delays, weather or other possible unforeseen events. Page 191
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Delimitations
The scope of the study is that certain factors that are included which have significant
influence on the direction of the outcome. These delimitations are the: (a) population, (b) the
sample size, and (c) the location of the study. The population interviewed was business travelers
that had lived experiences about what they need to be effective in their business while they
travel. The sample size of 60 interviews is due to the desire to get experiences from a cross-
section of industries and job types. The choice of location is Hartsfield-Jackson International
Airport, due my ability to gain access to the population at this location.
A REVIEW OF THE PROFESSIONAL AND ACADEMIC LITERATURE
The review of the academic and professional literature of this study is focused on three
general areas: how airlines have affected business travelers, how businesses use technology to
communicate, and how motivation-opportunity-ability theory applies to this study.
Airlines and Business Travelers
According to Lu and Peeta (2009), business travelers are still the primary targets of
commercial airline industry, consisting of the majority of full-fare sales. However, this number
has declined from 2001 to 2009, due primarily to terror threats, rising costs, and the introduction
of teleconferencing (Lu & Peeta, 2009). Denstadli (2004) predicted that in the United States 7%
of air travel for business purposes would be replaced by emerging technologies, like
videoconferencing. Roy and Filiatrault (1998) stated that some of the larger risks to business
travel included new business practices and emerging technology. Roy and Filatrault believed
that videoconferencing in lieu of travel would create a large negative impact to the airline
industry if the technology was widely adopted and used. However, Lu and Peeta believed that
there is a relationship between videoconferencing and air travel, and that they are not mutually
exclusive. Lu and Peeta (2009) discovered that the use of air travel is for creating and
establishing business relationships, and technology is used to enhance and maintain
relationships.
Lu and Peeta (2009) found that the likelihood of videoconferencing to replace travel was
higher than the opposite, for travel to substitute videoconferencing. They perceived that the
meeting’s context was the critical decision factor on choosing the mode of communication, but
did not get into specific contexts (Lu & Peeta, 2009). This substantiates Berry’s (2011) claim
that there is still a need for face-to-face communication in businesses, and that the reasons
behind the meeting drives the choices of spending money to travel. Page 192
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Gustafson (2012) stated that many factors are actually causing business travelers to
increase air travel. Some of the reasons for more frequent travel include disbursement of work
team, the increase of using consultants, increased project management, and growth of
globalization (Gustafson, 2012). Another reason for an increase in business travel is the mobility
of conducting business. Gustafson stated that technological advancements on making employees
more mobile are a reason for increased air travel and not a limitation for business travelers. The
business traveler is not there just to travel, but to conduct business as efficiently as possible for
their organization (Gustafson, 2012). This is one of the reasons to assess the needs of the
business traveler.
Aguilera (2009) identified the need for the business traveler as a critical role in business.
The strategic nature of organizations creates the fiber of the business traveler (Aguilera, 2009).
Organizations are more global and meetings with partners involved with the business create a
critical role for face-to-face communication, in addition to computer-assisted communication.
Aguilera stated that the needs of the organization, which have made the worker more
independent, have contributed to a flattening of the hierarchical organization.
According to Bhadra and Kee (2008), many factors affected air travel throughout 2001-
2011. These factors began with the terrorist attacks on September 11, 2001, which was followed
by the concern of severe acute respiratory syndrome (SARS), then came the wars in Iraq and
Afghanistan (Bhadra & Kee, 2008). The authors noted that another element that reduced air
travel was the adoption of videoconferencing.
Bhadra and Kee (2008) stated that the losses in air travel due to these events have totaled
somewhere around $50 billion, and has forced major legacy carriers into bankruptcy. At the
time that they conducted their study, commercial airlines had only begun to assess fees for
luggage and other services. They predicted that with the state that the airlines were in at the time
of their writing, these fees would continue to increase with the rising costs of jet fuel (Bhadra &
Kee, 2008). Bhadra and Kee called for the airlines to become more strategic. This contributed to
the current study to gain insight into business traveler’s needs.
Beaverstock, Derudder, Faulconbridge, and Witlox (2009) shed light on the fact that
despite the rise of videoconferencing and real-time communication, business travel has actually
grown. The authors argued that the need for face-to-face communication in business is still
essential to building trust within relationships; many of the emerging technologies allow for
more frequent communications, but do not eliminate the need for face-to-face encounters
(Beaverstock et al., 2009). Beaverstock et al. argued that the need for seamless communication
in the digital age has actually created the demand for more frequent face-to-face encounters as a
more personal and meaningful forms of communication. The authors also described some
reasons that require business travel: sales, training, trade fairs and attending conventions
(Beaverstock et al., 2009).
Beaverstock et al. (2009) observed that most business travelers do suffer in their
workload from being away from the office, despite the mobility of today’s office space. Even Page 193
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though the airline and hotels have tried to give the business traveler the tools to maintain
productivity, there is still a loss of this productivity when traveling. Beaverstock et al. praised
the mobility of the office space. Due to wireless hot spots, work environments can be located in
airports, hotels, coffee shops, aircraft cabins, and even the back of a limousine.
Millar and Salt (2008) defined a variety of business travel due to length of travel time.
Most people that are business travelers (30 day travel rotation or less) have increasing pressure
of maintaining a stricter budget (Millar & Salt, 2008). During the time that they published this
study in 2008, the United States was suffering an economic downturn. According to Business
Travel Trends (2009), many organizations cut back their business travel expenses in response to
the 2008 economic crisis. This caused an increase in alternate forms of real-time communication
for business to be conducted (Business Travel Trends, 2009). Business travelers anticipated
budgets to only slightly increase when the economy recovered, due to the ability to get work
achieved by other communication methods. The needs of the business traveler must be met
during the travel experience, and this study seeks to discover if that is being accomplished.
Boetsch, Bieger, and Wittmer (2011) conducted a study on the importance of the
customer-value framework on how it applies to business travelers who are choosing an airline.
The findings showed that airline brand loyalty is the major factor for choice, but other factors
including journey time, price, service and features were all considered to play a role in the
business traveler’s decision-making process (Boetsch et al., 2011). The emotional factors at play
in decision-making for an airline relies heavily on brand image and past experience (Boetsch et
al., 2011). This contributes to this study because some airlines have already adopted in-flight
technology to help make business travelers more productive. This could have a significant
impact on choice of airline for business travel, but needs to be further studied.
Wickham and Vecchi (2009) sought to reveal a gap in the literature by describing the
need for business travel and information technology to be studied as drivers of globalization.
The authors identified several clusters of individuals in the work environment. Among these
clusters of people were those who sought out the socialization of face-to-face interaction, which
meant air travel for business professionals (Wickham & Vecchi, 2009). Results indicated that a
number of people traveling for business did have a high level of mobility support from the use of
technology, which kept them connected to their offices and homes (Wickham & Vecchi, 2009).
Based on number of business travelers, face-to-face communication is a priority for certain
organizations (Wickham & Vecchi, 2009). This study took place in Dublin and further
consideration needs to be applied to the United States. With budget constraints and the rising
costs of flying in the United States, business travelers need to describe when travel is a necessity
of the job.
Haynes (2010) showed the interdependencies of communication-assisted technology and
business travel. Hayes evaluated international business travel based out of Dublin, Ireland.
Hayes showed that despite the predictions that communication-assisted technology would
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In an attempt to find the reason behind the growing business travel trend, Hayes (2010)
felt that data were insufficient to gather exact reasons and implications of the rise in mobile
workers. However, Hayes cited the need for face-to-face communication as a contributing
factor. The author also discovered that with the growth of the Internet, more relationships and
partnerships were possible, thus creating the need for more business travel (Hayes, 2010).
Hayes (2010) mentioned that one result of computer-assisted technology is that it has
influenced changes in business travel patterns. Business executives are beginning to use
computer-assisted communication for certain daily functions, and travel is used for growth,
partnerships, or new market opportunities. Hayes also discovered in the research that within the
company surveyed, teleconferencing was more preferred than videoconferencing. This could be
another reason why participants of this study did not see communication-assisted technology as a
good substitute or alternative to face-to-face communication.
Hayes (2010) noted that the respondents felt as though videoconferencing was more
difficult to set up and manage than teleconferencing. Echoing a finding earlier in the literature,
Hayes stated that workers viewed travel as less productive, resulting in more work upon their
return to the office. Hayes added a significant foundation to this study. There seems to be a lack
of clarity on when United States business professionals travel or use communication-assisted
technology. I sought to reduce that gap.
Using Technology to Communicate in Business
Communication is seen as one of the most important parts of a successful business
(Bardia, 2010). A person that can communicate effectively in the fast-paced business culture is
an asset to the organization (Bardia, 2010). An employee has to be able to use all forms of
communication to good effect. Advances in communication technology have created a necessity
for employees to be able to communicate anywhere, especially while traveling.
According to Neera, Anjanee, and Shoma (2010), the three major challenges facing
leaders in business today are globalization, liberalization, and technology. Technology is
changing the way that people work. Palakeel (2011) suggested that this shift of communication
technology has influenced the nature of communication in such a drastic way, that it has become
a language in itself. The influence technology has had on communication has shifted culture,
society and language (Palakeel, 2011).
Majumdar et al. (2010) observed that the variety of technologies in communication is
increasing dramatically while costs are relatively low. Businesses are taking advantage of these
technologies to harness the knowledge of their employees throughout the world (Neera et al.,
2010). Celuch and Murphy (2010) stated that the power of technology as a communications
medium for both internal and external organizational use helps organizations to gain competitive
advantage. Technology-based communication has become one of the most powerful market-
sensing tools that an organization can have (Celuch & Murphy, 2010). Page 195
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The nature of business has become diffused from the workplace and has spread to the
mobile office. Businesses currently rely heavily on mobile email and other web-based
collaborative software to make workers more productive in the field (Basole, 2008). Companies
are rapidly adopting these technological advances, helping both the business traveler and the
company itself. Outfitting workers with a laptop and smart phone are commonplace, and seen as
positive in the work environment (Basole, 2008).
People find comfort in working in their own surroundings, as well as feeling more trusted
and empowered by their employers (Boule, 2008). Work teams are dispersed across geography,
time zones, and cultures in the business environment, creating the necessity for virtual teams
(Berry, 2011). Technology-based communications help organizations to be productive despite
this disbursement. Gone are the days where people are required to sit face-to-face to conduct
business. Although there are still advantages to meeting physically, it is no longer a necessity.
Connors (2009) argued that businesses are losing a personal connection from the lack of
face-to-face communication, as people are moving toward using more technology such as email,
SMS, texting, instant messaging, videoconferencing and social networks. But as organizations
keep moving forward with global efforts, these communication channels are becoming ingrained
into everyday business. Berry (2011) observed that workers do not even have to be displaced
from one another to be a virtual team. Workers can choose to participate in a virtual team when
in the same building, as they may not need or want to meet face-to face.
With advances in the communication technology, many workers have found that they feel
more comfortable creating relationships and communicating openly using computer-based
communication. Santra and Giri (2009) discovered that individuals who used computer-based,
or asynchronous, communication were more productive. The debate between using synchronous
and asynchronous communication in the business place has been going on since the debut of
computer-based communication technology. Synchronous communication occurs face-to-face,
while asynchronous occurs through email, texting, or videoconferencing (Santra & Giri, 2009).
Communication technology has helped businesses become more productive, communicate more
frequently, and make stronger working relationships (Santra & Giri, 2009).
Teams throughout the world are dispersed and asked to work together on what is
considered a virtual team. These teams work toward a common goal but are displaced from each
other, either through choice, skill-set, outsourcing, or contracting. These virtual teams typically
operate without ever meeting face-to-face, but rather through asynchronous, computer-facilitated
communication. In a study conducted by Schweitzer and Duxbury (2010), these virtual teams
were found to be very productive, with only some minor indicators that they could be more
productive face-to-face.
For small businesses, with smaller budgets, it is becoming more common for teams to
work as part of a virtual team, so it is critical that they still see themselves to be effective in their
work. Berry (2011) warned that with any team, expectations and outcomes must be made clear. Page 196
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The danger of this occurring with virtual teams is just as likely as with any team communication,
but with virtual teams it could take longer for misunderstandings to surface (Berry, 2011).
Trust is built on communicating information (Thomas, Zolin, & Hartman, 2009). The
communication of this information can be facilitated either through face-to-face or technology-
assisted encounters. Thomas et al. concluded that it is a matter of the frequency and quality of
information, rather than the medium. Through Chen and Wellman’s (2009) research, a group of
entrepreneurs sought to discover which means of communication was most valued. In the
conclusion, Chen and Wellman realized that both forms help maintain strong relationships and
keep them strong. An interesting find of their research did conclude however, that the majority
of business is still considered local, where face-to-face communication is more possible (Chen &
Wellman, 2009).
Anderson and Patterson (2010) also studied the difference in computer-assisted and face-
to-face communication to see if there was an impact on fairness judgment and levels of trust.
They concluded that there were factors that were not included to accurately predict an overall
trend. A person’s personal preference in communications was a large factor (Anderson &
Patterson, 2010). It was noted that negative feedback through face-to-face communication could
sometimes be more appropriate than through computer-assisted communication (Anderson &
Patterson, 2010). This is worth noting, due to the fact that some business travelers may find it
important to engage in face-to-face communication when a negative outcome is at risk.
Lassen (2009) suggested that the ability of knowledge workers to use video-conferencing
more effectively should eliminate the need for most business travel. However, in Lassen’s
findings, social perspective and preference were two large factors that play into the firm’s choice
for business travel. The need for knowledge workers to form networks and share knowledge
between one another to help facilitate work and resolve problems is a primary motivator to travel
(Lassen, 2009). This created a substantial meaning around face-to-face meetings to be able to
broaden the employee’s network and facilitate networking (Lassen, 2009).
In Lassen’s (2009) study, the need for employees to socialize was a clear motivating
factor for business travel. Lassen also described the importance of virtual or technology-assisted
communication as a tool to maintain networks. The author stated that these tools are useful in
addition to travel, because it alleviates stress from the worker (Lassen, 2009). Lassen showed
however, that workers usually prefer face-to-face communication for assurance and a better
response. Lassen stated that workers often have personal reasons for travel, especially when the
destination is international. For example, workers enjoy the experience of international travel for
a break in the routine from life, or to experience another culture.
Lassen (2009) concluded that video-conferencing and technology communication is more
applicable when tasks are straightforward and there is little room for interpretation. This finding
contributes to this study by assessing when American’s feel that business travel is necessary or
can be facilitated by technological communication. Lassen completed this study in Denmark, Page 197
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and the need for workers in the United States to be assessed for these needs is critical to
eliminate gaps in the field.
Millar and Salt (2008) also wrote about the adaptation of virtual mobility, or computer-
assisted communication, having an impact on business travel. They found that cost reduction
was not a primary factor in choosing a virtual collaboration tool, but rather the main reasons for
using them included virtual communications as a tool that could be used for weekly progress
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4b00480003004400580057004b00520055005600030044004f[so considered the reasons for virtual
meeting spaces as a way to help others feel involved in the decision making process, and as a
substitution for travel when meeting face-to-face was not seen as a necessity (Millar & Salt,
2008). Millar and Salt outlined that business travel was a cross-functional organizational
undertaking. Professions of the people who travel, and their reasons, vary widely.
The examples that Millar and Salt (2008) described give a basis for the breakdown of the
selection of participants to this study. Millar and Salt mentioned that marketing and sales,
operations and production, and company supported roles, like information technology
individuals, might all have reasons to become business travelers. This adds value to this study
by outlining the cross-organizational mix that has been selected for study.
Technology-assisted communications, such as group emails, could bring everyone on the
same ground to where they felt as though their voices could be heard equally (Bathelt & Turi,
2011). They stated that decisions reached via technology-assisted communication were at times
riskier for the organization (Bathelt & Turi, 2011). The authors concluded that there were
strengths and weaknesses to both sides of communicating and more exploration might be needed
(Bathelt & Turi, 2011). This contributes to this study by illustrating another reason to find out
from business travelers when they feel that face-to-face communications is a necessity.
Daim et al. (2012) conducted a study in which they noted problem areas for virtual teams.
The authors identified five problem areas that could hinder group communications. These areas
were trust, interpersonal relations, cultural differences, leadership, and technology (Daim et al.,
2012). Daim et al. stated that a face-to-face meeting in the beginning was crucial to establish
trust and relationships. After that, the work group was then geographically dispersed throughout
the rest of the study. The authors noted that as time went on trust began to deteriorate and
interpersonal relations were not fostered within work groups (Daim et al., 2012).
Another barrier to effective communication was the team’s culturally diverse group.
There were several instances of miscommunication or a lack of understanding due to cultural
differences from the research that was collected (Daim et al., 2012). Leadership was another
factor that the authors noted could be an issue. If the leader did not manage communication, like
asking for feedback and acknowledgement of understanding, the work group suffered (Daim et
al., 2012). Technology was the last communication weakness that was studied. It was noted that
the choice of technology-assisted communication had a large impact on the success of the team
(Daim et al., 2012). The authors recommended using multiple methods to communicate to
insure that everyone had opportunities to have input to the situation (Daim et al., 2012). Overall, Page 198
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the authors concluded that if these factors were properly managed, then technology-assisted
communication could be very effective for virtual teams. This is pertinent to this study to gain
insight that computer-assisted technology for some work is a viable and often used alternative to
air travel.
Lowden and Hostetter (2012) conducted a study to determine if videoconferencing had
the same effect on social presence as face-to-face communication has. The authors determined
that many of the participants did feel satisfied with the experience of videoconferencing, but
admitted that there were certain situations that it might be too impersonal (Lowden & Hostetter,
2012). One of their recommendations for further study included a qualitative analysis to identify
these situations and factors. This information is one of the desired outcomes of this study.
Räsänen, Moberg, Picha, and Borggren (2010) studied the reasons why
videoconferencing can and does work for business purposes. Even though the researchers
admitted that there are occasions that a meeting should be held in person, they also state that
discovering these occasions were not among their objectives (Räsänen et al., 2010). However,
they did shed light on the need to use computer-assisted communication instead of traveling.
The authors expressed a high concern for the environment and stress on the employee as factors
to reduce business travel (Räsänen et al., 2010). The authors claimed that employee training and
technology support could be factors in better preparing employees for technology-assisted
communication practices (Räsänen et al., 2010). While Räsänen et al.’s perspective on the use of
computer-assisted communication is a different perspective on the effects of business travel, the
authors conclude that they hope to just impact the literature by bringing the case that companies
should consider alternatives over travel.
Okdie, Guadagno, Bernieri, Geers, and Mclarney-Vesotski (2011) asked if people
preferred face-to-face communication instead of computer-mediated communication. The
researchers discovered that overall; the face-to-face experience was more pleasant and led to an
increased likeability of the other person (Okdie et al., 2011). In a study by Michinov and
Michinov (2008) about online collaboration in distance education, the researchers also wanted to
discover the need for face-to-face communication. The researchers discovered that the less face-
to-face communication that the learners had with one another, the more likelihood there would
be problems and miscommunication (Michinov & Michinov, 2008). When the researchers
increased the amount of face-to-face communication among the groups, there were better
learning results from the participants involved (Michinov & Michinov, 2008). This supports the
need for business travelers to communicate face-to-face for business relationship development.
An important distinction to be made is that one form of communication does not
eliminate the use of another (Lo & Lie, 2008). Through the adoption of new technologies, old
technology has not ceased to be used however there is a choice on channels of communication
(Lo & Lie, 2008). Lo and Lie proposed that the choice of communication relied on the factors of
trust in the other party and the extent of how media rich the information needed to be for
understanding. They discovered that when trust with the other party was lower, if it was a newer Page 199
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
relationship or there was a past communication failure, the richness of the media had to be more
intensive (Lo & Lie, 2008). This caused more business partners to choose to use the telephone,
opt for a face-to-face meeting or use videoconferencing. This could be applied to this study as a
potential theme that could be explored in the reasons why business travelers might opt to travel,
as opposed to using computer assisted communication. The authors also noted, however, that
email was seen as very low on the media richness scale (Lo & Lie, 2008). This could be a
significant finding due to the fact that the perceptions of email might change according to the
user. When business professionals experience a large number of emails, the chances of clear
communication could dissolve.
Hill, Bartol, Tesluk, and Langa (2009) conducted a study to also gain insight into trust
and collaboration through face-to-face and computer-mediated interactions. Hill et al.
discovered that when placed in either a competitive or a collaborative situation, people
responded differently in face-to-face or computer-mediated communication. They discovered
that trust and collaboration were higher in the collaborative face-to-face environment (Hill et al.,
2008). They also noted a decline in collaboration and competitiveness in the computer-mediated
environment (Hill et al., 2009). Hill et al. concluded that, even in a competitive setting, a face-
to-face interaction is important. This is an interesting discovery on the dynamics of competitive
human behavior. This study contributes to furthering the concept that business travelers might
need to travel for other reasons than collaboration, which could be an emerging trend in the data.
Due to innovative technologies, the physical workplace has changed (Mackenzie, 2010). An
employee might arrive at an office to work, but most of their work is communicated through use
of computer technologies. This change has led to the concern of virtual teams and employee
satisfaction to become every organization’s concern, not those that communicate strictly in a
virtual environment (Mackenzie, 2010).
Mackenzie (2010) revealed several perception gaps between the employees and the
managers of organizations pertaining to developing good working relationships. The data
revealed that the manager’s knew that communicating face-to-face was important for building
work relationships and trust with employees, but communicated more digitally (Mackenzie,
2010). Employees stated that they desired more face-to-face interaction with their managers, but
felt that the expectations to communicate digitally were higher (Mackenzie, 2010). This research
could lead to potential themes that could emerge as to why business travelers might consider
travel for certain reasons versus computer mediated communication. The travelers could be
visiting employees or employees could be meeting with their managers.
Motivation-Opportunity-Ability Framework
The MOA framework related to how consumers interact with product purchase decisions
through the motivation the consumers felt, the opportunity to obtain the item and the ability of
the consumer to purchase (MacInnis & Jaworski, 1989). Maclnnis, Moorman, and Jaworski Page 200
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
(1991) gave the framework attributes that companies could use in execution strategies. One of
the elements that applied to this study is the ability for commercial airlines to effectively
communicate services by educating the consumer on what they have to offer (cognition
processing). This could be communicated by advertisements or by word-of-mouth strategies.
Through the MOA, commercial airlines must create a motivation for business travelers to
be interested in what services they have to offer. Through communicating these services
effectively, opportunity for the business traveler to become educated or realize the benefits in
these services must occur. This is difficult when the target audience is in a high state of
mobility. The ability for the business traveler to realize these benefits is high, due to the frequent
amount of travel that the person experiences. Applying this framework to the business traveler is
a crucial element for airlines to communicate the benefits that they offer.
PARTICIPANTS
The participants were business travelers that were in the process of traveling for work by
commercial airline transportation. This was to capture the participants in the phenomenon, to
better assess their lived experiences (Creswell, 2008). The interviews took place in the airport,
while participants were waiting on a flight or upon arrival to the area. Even though the
population was located at the Atlanta-Jackson International Airport for the interview process,
this did not fully limit the study to that geographical location. The participants could have been
based anywhere in the world, as it is an international airport, and a main hub for many airline
connections.
The purposive sampling technique was the research design for this study. For this study,
the population was separated into four categories of those that might travel for business:
sales/marketing, operations/manufacturing, consulting/outsourcing, and company based support
(human resources, information technology, purchasing, finance and training). Five participants
were interviewed in each category, as well as divided up to represent three industries: product,
service, or retail/distribution. This required 60 interviews total to obtain the sample size that was
needed. Bernard (2000) defined the qualitative sample size to be between 15-60 participants to
establish themes and an accurate reflection of the phenomenon.
RELIABILITY AND VALIDITY
Reliability
With any qualitative study, monitoring the data for reliability is critical. Creswell (2008)
identified areas to watch for mistakes with data collection and analysis. First, Creswell
recommended that the transcriptions of the data be checked for errors that could have occurred
during the transcription process. Next, the researcher must make sure that participant codes are Page 201
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
consistent (Creswell, 2008). Creswell also stated that the importance of the researcher being
consistent to each participant creates reliability. I was reviewed prior to conducting the
interviews by three doctoral business professors who had expertise in gathering, interpreting, and
overseeing data for reliability and validity.
Validity
This study was validated using several qualitative techniques. The first was my own
admission of any bias prior to the study. Another was the use of the software NVivo 9 to
maintain that data were interpreted with a computer-assisted formula, as well as researcher
interpretation. Another form of validity that was used was the strict adherence to the steps
described in the modified Van Kaam method for data analysis (Moustakas, 1994). These steps
included: listing and preliminary grouping of the data, reduction and elimination of inapplicable
data, clustering and thematizing the data into core themes that emerge, final identification and
application of the data, creating individualized experiences for the participants, analyzing based
on individual description and imaginative variation, and finally, constructing an analysis of the
themes and essences to capture an analysis of the phenomenon (Moustakas, 1994).
RESULTS
There is an ongoing debate in the literature and by professional practitioners on the best
way to communicate in the business world. While people are still traveling for business needs,
the purposes have changed and communication methods have been altered after the economic
downturn in 2008. While many people still argue that face-to-face communication is preferred
in the business world (Santra & Giri, 2009), others believe that there is now a combination of
both face-to-face and using computer mediated technology (Celuch & Murphy, 2010). This
study provided an exploration in to why business travelers are still traveling via commercial
airline, how they communicate when they travel, and how they communicate when they are not
traveling. The findings were significant in giving insight to why business workers are traveling
and how they are communicating.
The research findings indicated that travel via commercial airlines was still deemed a
necessity in the business world. The main purposes for travel were training and face-to-face
meetings with clients or coworkers. The findings also indicated that business professionals still
see communication as a vital process through the use of email and smart phones. Email was
identified as the preferred method for communication when traveling, and when remaining in the
home office. Other trends were identified for communication purposes, but to a lesser degree.
Fifty-eight participants expressed the need to be connected to the office, and the
expectation of being productive in the workplace while traveling. Computer-assisted
communication, paired with face-to-face communication, represented the last major finding. Page 202
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
Business people indicated that a combination of methods allowed for successful communication
in the workplace, while traveling and not.
PRESENTATION OF THE FINDINGS
The research question that was used to guide this study was: Why do business travelers
choose to travel versus using emerging technologies? I investigated the motivations behind
business travel from business people via commercial airlines. The subquestions used to explore
further were:
1. Why would an employee travel for business instead of using a number of emerging
technologies for communicating?
2. What technologies do business travelers use when traveling, and which ones would help
make them more productive?
3. What technologies do business travelers use instead of choosing to travel, and what are
the reasons behind this?
Sixty participants were selected to participate based on their occupation and job industry,
as noted in the table below.
Table 1
Participant Data
Job Type Product Company Service Company Retail/Distribution
sales/marketing 5 5 5
operations/manufacturing 5 5 5
consulting/outsourcing services 5 5 5
company-based support: Information
technology/human
resources/purchasing/finance/training 5 5 5
The data that was gathered were audio-recorded and then transcribed. These transcribed
interviews were then imported into NVivo 9 software and analyzed for potential themes. These
themes were then cross-referenced with Moustakas’s (1994) modified van Kaam method of
deduction for emerging themes.
The data, after reduction and clustering themes, revealed five major themes: (a) the
reliance on email for communication, (b) the necessity of traveling for training, (c) the
importance of having a smart phone when traveling, (d) the use of technologies to communicate,
coupled with face-to-face communication, and (e) the use of computers to facilitate work and
communication when traveling and when not. Page 203
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
Theme 1: The Reliance on Email for Communication
Email was the most frequently brought up mode of communication. This is an example
of computer-mediated communication. Participants made several supporting statements from
using the method of email in both positive and negative ways. One of the primary needs for
email was that there was a record of what was discussed. The following are some supporting
statements made by participants.
Email. Record, mostly that I have a record. Bad thing in management these days is you
get into a style of managing with email. (P415)
I like email. Fast and easy and there is always something concrete you can go back and
look at. (P215)
My computer, Email, Just leaves an electronic trail of what you have done. (P224)
To document things, to have it in writing. (P422)
Faster and efficient and you get document proof of everything that has happened. (P424)
Other participants made a case for email, just stating its practicality. The following are
supporting statements to document the practicality of email.
Email is quicker. (P122)
Email. It’s just easier, faster, wastes less time. (P115)
I have everyone’s contact information saved on my phone for email so I can easily reach
out to them. (P124)
Theme 2: The Necessity of Traveling for Training
A majority of the participants indicated that they were traveling for training purposes for
their company. This was a major finding due to the discovery of when companies are still
finding a reason for people to travel for business purposes. Some participants stated that they
could not perform the training through computer-mediated technology and that it needed to be
hands on. Here are some statements that gave an insight for traveling for training purposes.
It’s more efficient to be in person due to multiple meetings and the need to observe
people training other individuals and provide feedback. (P121)
Well, for this particular case, for my business travel is basically for some business
training and the training is conducted in a group environment, that isn’t necessarily
conducive to any of the technologies that are out there. (P131)
I’m traveling with a surgeon that actually needs to do the hands on training with the
technology. (P132) Page 204
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
For training, I was traveling to a location for using simulators for work. Those are
multimillion dollar machines so you have to travel to them. (P225)
It was a, we were traveling for training. And for this training it really, it helped to be in
person doing the training. (P314)
Theme 3: The Importance of Having a Smart Phone When Traveling
The major tool of choice for today’s business traveler seemed to be their smart phone.
Smart phones are web-enabled for Internet and email delivery through cell phone providers. The
portability of the smart phone seemed to make this device a travel necessity for today’s business
professionals. Here are some statements that supported the need for having a smart phone with
them when traveling.
I certainly use my phone; I do use the Internet quite a bit for email. I have a smart phone,
so I have a Blackberry. So I do use email on my phone, and then when I can get to a club
or to an airport where there’s Internet service I’ll usually follow up with my laptop. I
have a GPS, so I use, I rely on that frequently because I’m usually travelling to meet
customers. And within the laptop I often use Skype, • I use WebEx, so video
conferencing, and plain old telephones. (P111)
I’d have to say the iPhone right now. Because I don’t have a portable computer. This trip
it was mostly texting. (P114)
Mainly my iPhone and my laptop, but mainly my iPhone. (P223)
When I’m on the road? Definitely the iPhone. Mostly email, email for sure, and WebEx.
The WebEx app. (P235)
Basically my iPhone, that is all I have. I don’t really need anything else. (P423)
Theme 4: The use of Technologies to Communicate, Coupled With Face-to-Face
Communication
Another major finding was that business travelers used a variety of methods to
communicate with their clients and coworkers. This finding supported the theme from the
literature review that business people see the value in choosing which technology to
communicate with, depending on the need or desired outcome (Santra & Giri, 2009). The
following statements from participants indicate that they use several different modes of
communication.
We had a face-to-face meeting with our rep agency, so it was something that required a
face-to-face contact versus, you know, we use technology a lot actually. Day to day, but Page 205
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
certain times of the year, we find it very beneficial to just still have that human contact.
(P112)
We usually do all of those things, but I have to go look at a physical site. So I have to
travel to the site. (P232)
Um, in most cases the company that I work for encourages other uses of technology
besides travel in most instances, this one just happened to be not really much of a choice
to go for the training. (P231)
Obviously face-to-face is important to establish if you’re a team, kind of thing. But it’s
nice to, you know when you’re in these virtual groups now you always work with people
that aren’t necessarily in the same city so being able to be on the phone can be very
effective. Especially with webcasts and stuff. (P312)
Yes, most of it is done through email. Because I’m dealing with, I guess, owners
throughout the country. So the easiest form is usually email, on occasion phones but most
of it is done through email or web conferencing. (P425)
Theme 5: The use of Computers to Facilitate Work and Communication When Traveling
and When not
When asked about the need to be productive when traveling and when not, the
participants indicated that having a laptop computer with them was a vital staple when traveling.
Many participants indicated that they were traveling with laptop computers and used them
frequently for communication purposes and to continue working while traveling. Here are some
statements to support this finding.
It is nice to have everything here together in one spot, but when I am home, I am on the
computer and the iPhone is secondary at that time. (P133)
I would definitely say my computer. I think the, yeah I think the iPhones, the iPhones are
great to keep in touch with, email flows. But I think productivity tends to lack because
you can get distracted from apps and other things and I know if I’m on my work
computer I’m going to stay focused and not worry about other things. (P234)
It would make it more… we have a lot of security on our software for our computers and
phones and so I don’t actually have like a company phone where I can do work on my
phone. So that would be something that could make it more productive when I travel. It’s
a lot easier than pulling out a laptop and looking it up in the airport or, you know in the
hotel room. (P411)
The first theme was the reliance on email for communication in today’s business world.
This finding supports that employees must have competent written communication skills to be
successful in today’s business environment (Jones, 2011). Through the findings of this study, Page 206
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
email is the method of choice when it comes to business communication for a number of reasons
that the participants gave. Employers should gain examples of an employee’s written
communication skills prior to offering them a job.
The next finding was the necessity of traveling for training. This finding is applicable for
the business world that invests a great deal of money into maintaining the education level of their
employees. According to Mohamed, Rasli, and Mansor (2012) the amount of funds that
companies place on training in the business environment is expected to generate a return on
investment for the organization. This investment into the employee’s training is still viewed by
organizations as being an imperative investment. This finding supports that organizations are
still viewing training of employees as being a critical element for employee success and will help
grow the organization.
The next finding is that employees find that having a smart phone when traveling is
highly important. Many participants expressed that they could have access to email, calling
features, text features, and internet data in the palm of their hands. This finding supports that
workers are becoming better equipped and proficient in a mobile environment. Organizations
should view this finding in a positive way, and in a negative one.
While the worker is maintaining productivity while out of the office, the temptation for
work to invade the employee’s personal time is a threat. This could impact employee work
performance and job satisfaction if they feel that they are always at work. However, the
positives of having a smart phone while traveling seemed to please the participants that had one
and used it often. They cited that they used applications for directions and other productivity
tools that smart phones have to offer.
The next major finding was the use of technologies to communicate, coupled with face-
to-face communication. Participants seemed to agree that they use a variety of ways to
communicate for business. They use email, video-conferencing, instant messaging, group
messaging, conference calls and face-to-face communication. This finding supported Celuch
and Murphy’s (2010) ideas that there is rational that one must look at when deciding how the
communication method must rely on the message being conveyed. Several participants
supported this finding that some messages are better conveyed face-to-face or through a phone
conversation than through computer-mediated communication tactics. This could benefit
employers by helping employees better understand their company culture when messages might
be used for certain communication methods.
The final finding was the use of computers to facilitate work and communication when
traveling and when not. Participants described that they are still expected to have a level of
productivity of their workload while traveling. For many participants, this meant carrying a
laptop computer with them to stay connected to the work environment. This finding shows that
the mobility of workers is important to the employer, as well as the employees.
A few participants stated that they had to stay productive, because upon returning to the
office they would have too much of a workload to handle. Many participants also expressed that Page 207
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
the laptops they were using were purchased and issued by the company. This should help
employers better strategize toward a mobile workforce and future purchasing of technological
capabilities for the worker.
APPLICATIONS TO PROFESSIONAL PRACTICE
The applications for these findings for professional practice are significant. The specific
problem addressed in this study was to seek when business travelers were still traveling via
commercial airlines for business purposes. Traveling for training purposes was a significant
finding that relates back to the problem statement. This application helps support the reasons
behind business travel via commercial airlines. This could, in turn, help the airline and
hospitality industries target business travel for training purposes.
The purpose of this study was to gain insight into the lived experiences of how business
people are communicating when they are traveling and when they are not. The findings support
the modes of communication that are used are face-to-face and computer-mediated
communication. This is an application to the professional practice because business people must
be flexible to communicate in both written and oral communication.
Recommendations for Action
The findings of this study are important for all organizations. Human Resource personnel
should pay particular attention to the need for training within the organization. Organizations
with sales forces or contractors should pay particular attention to the results of having a fully
mobile-equipped work force. Computer-mediated communication is critical for today’s business
personnel and human resources should look at effective writing skills as being a critical hiring
factor. When it comes to better equipping business travelers, businesses should look at engaging
in contracts for smart phones and laptops to help their employees remain effective while on
business traveling purposes. These results should be published in a variety of trade journals, for
example business and human resource focused journals, to help organizations gain an insight to
today’s mobile traveler.
RECOMMENDATIONS FOR FURTHER STUDY
There were some issues that came up that could use closer examination and further study.
The need to look at the personal habit of worker’s with smart phones was one that should be
looked into for further study. Business professionals that have access to their email and work at
all times could have issues of maintaining a work-life balance. This should be explored for
employee satisfaction and employee retention purposes. Page 208
Journal of Organizational Culture, Communications and Conflict, Volume 18, Number 1, 2014
Another point for further study is the use of video-conferencing and computer-mediated
communication effectiveness in organizations where their workforce is not able to travel for
business purposes. Measuring the effectiveness and knowledge base against a comparable
company that uses frequent business travel would be interesting in discovering similarities and
differences in productivity.
Summary and Study Conclusions
I identified the lived experiences in how business travelers via commercial airlines are
using computer-mediated communication. The themes discovered by the data were the uses of
both computer-mediated communication for business and face-to-face communication. Through
the use of the Moustakas (1994) modified Van Kaam method and NVivo 9 qualitative software
the major themes identified were: (a) the reliance on email for communication, (b) the necessity
of traveling for training, (c) the importance of having a smart phone when traveling, (d) the use
of technologies to communicate, coupled with face-to-face communication, and (e) the use of
computers to facilitate work and communication when traveling and when not.
The insight of these themes on business travelers can help guide businesses in human
resource planning and employee training investments. Human capital in organizations is often
seen as one of the strategic factors of the business firm. This study helped support that belief,
and helped solidify the reasons behind employee travel via commercial airlines.
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