ࡱ> q`bjbjqPqP 7::zI %jjjL(L(L(8(D)+^+",,,1-1-1-GIIIIII$hRm9/--1-//m,,wLwLwL/,,GwL/GwLwLwz,|+ 0wL(#@Iy,Ç0uypF,Xzz{ 1--^wL.L_."1-1-1-mmLv1-1-1-//// L(L( Cooperation amplifiers or flame-war battlefields: A comparative case study of virtual communities Armano Srbljinovic, M.Sc., Institute for Research and Development of Defence Systems, Ministry of Defence of the Republic of Croatia Prof. Damir Boras, Ph.D., Faculty of Humanities and Social Sciences, University of Zagreb Jasmina Bozic, M.A., Faculty of Humanities and Social Sciences, University of Zagreb Abstract Various settings in which human communication takes place influence its nature and content. Communication infrastructure may provide positive or negative incentives to offline and online cooperation in communities. This paper investigates how particular socio-technical features of virtual communities influence cooperation among their members. Several earlier proposed sets of design guidelines are reviewed and used as evaluation frameworks for assessing cooperation potential of virtual communities. Instances of constructive cooperation as well as those of destructive tendencies within virtual communities are brought in relation to the compliance to the guidelines. The study aims to provide preliminary insights into the ability of various proposed sets of design guidelines to indicate features of virtual communities which are particularly advantageous or disadvantageous to the development of viable cooperative online communities. Key words: cooperation, virtual communities, assessment, commons, management Introduction A virtual community or an online community (OLC) may be defined as "a group of people who use computer networks as their primary mode of interaction" (Cothrel & Williams, 1999), "interacting predominantly in cyberspace for their own common interests, relationship building, transactions, and fantasies" (Koh et al., 2007). As virtual communities relate to various kinds of resources shared by a group of people, we may say that they relate to various kinds of commons, irrespective of whether they function on an open-access basis, or on an associational basis. A sustainable commons governance necessarily involves a certain level of cooperation among the members for the realisation of their common interests (Hess and Ostrom, 2006). Cooperation is a complex phenomenon that among its major components includes trust, motivation and reputation (Griffiths, 2005) and that bears importance in all sorts of joint endeavours. In this article we explore the cooperative potential of two sample virtual communities: 'Connect', the virtual community of Croatian scientists, and 'Legalis', the Croatian legal portal, with a view to reach crucial factors contributing to successful cooperation in online communities. The several existing series of guidelines/principles for the design of sustainable (virtual) communities explicitly and implicitly contain principles related to members' cooperation. The two sample virtual communities were chosen for the reasons that both are run by Croatian civil society associations of academic or academic discipline-related background, that both aim at promoting democratisation of the public sphere through intellectual exchange, and for this purpose both have established several branches of activities and managed to gather substantial numbers of registered users during a few years of functioning. Research methods Our research methodology shall pursue from the following guidelines: Ostrom's design principles of robust, long-enduring, common-pool resource institutions (1990); Godwin's nine principles for making virtual communities work (1994); Wenger, McDermott and Snyder's seven principles for cultivating communities of practice (2002); Kollock's design principles for online communities (1998); and Kim's nine timeless design strategies and three basic community design principles (2000). Among them, Kollock's and Godwin's principles relate to communities that exist primarily in cyberspace, while others' principles relate to communities in general, including online communities. However, this distinction has partly lost relevance in the context of increasingly networked societies, where online-offline dychotomy has been transformed into a synthesis of face-to-face and computer-mediated communication (Wellman, 2001). The eight principles elaborated by Ostrom stem from a large set of empirical studies on common-pool resource governance. Godwin's principles reflect a concern to deliberately plan virtual communities as places of belonging, identity formation and ongoing coherence and exchange where cyberspace inhabitants feel 'at home'. Wenger, McDermott and Snyder's principles of communities of practice 'design for aliveness' are directed at inciting self-evolution from within communities through a well-thought strategy of internal and external approaches focused on value and membership inclusiveness, and realised through rhythmic combinations of public and private, routine and exciting elements. Kollock's ideas incorporate into the above-mentioned sets certain features from face-to-face communities in the physical world that he deems relevant for the cyber world. Kim's list of basic/underlying and strategic community-building principles, together with the sorrounding exercises and approaches that she advises, is an elaborately contrived arrangement of guidelines for successful online communities. Each of the sets of principles is given in Table 1. We check whether the two sample communities have implemented each of the principles (Y-yes) or not (N-no), unless a particular principle is not applicable (NA). Partial implementation of a principle is indicated by Y/N. Research results Connect ( HYPERLINK "http://portal.connect.znanost.org/" http://portal.connect.znanost.org/) is the virtual community of Croatian scientists of various disciplines, that was initiated by an NGO 'Society znanost.org' in 2004 with a view to facilitate all kinds of science-related thought exchanges (information, arguments, opinions, news etc.). With a current number of approximately 1.150 members who take part in numerous projects such as web portal, members' database, subcommunities with the relevant newsletters and mailing lists, focus forum, science initiatives, off-line events, etc., the community has substantially contributed to public visibility and transparency of scientific work in Croatia (Srbljinovic et al., 2007). Legalis ( HYPERLINK "http://www.legalis.hr" http://www.legalis.hr) is the virtual community/web portal run by the Croatian legal NGO Legalis, initiated by the Croatian office of the American Bar Association Central European and Eurasian Law Initiative (CEELI) in 2003, with a view to improve communication among Croatian legal professionals as well as to offer advisory services to the citizens on a variety of legal issues that are preserved in a permanent data base. At present Legalis has approximately 5830 registered users who, in addition to legal advice, may also take advantage of news, laws and regulations, chat, links, questionnaires, students corner, etc. There is a separate forum for almost each of the legal disciplines, which testifies to the citizens interest and confidence concerning the portals usefulness, despite the fact that pieces of advice are given by registered users in good faith, while the portal has disclaimed responsibility for their validity. Design guidelinesConnect LegalisOstrom's (1990) design principles of successful common-pool resource institutions:1. Group boundaries are clearly defined.YN2. Rules governing the use of collective goods are well matched to local needs and conditions.YY3. Most individuals affected by these rules can participate in modifying the rules.YN4. The right of community members to devise their own rules is respected by external authorities.YN5. A system for monitoring members' behavior exists; this monitoring is undertaken by the community members themselves.YN6. A graduated system of sanctions is used.YY7. Community members have access to low-cost conflict resolution mechanisms.NN8. Nested enterprises appropriation, provision, monitoring and sanctioning, conflict resolution, and other governance activities are organized in a nested structure with multiple layers of activities.NNGodwin's (1994) nine principles for making virtual communities work:1. Use software that promotes good discussion.YY2. Don't impose a length limitation on postings.YY3. Front-load your system with talkative, diverse people.YY4. Let the users resolve their own disputes.Y/NY/N5. Provide institutional memory.YY6. Promote continuity.YY7. Be host to a particular interest group.YY8. Provide places for children.NN9. Confront the users with a crisis.NNWenger, McDermott and Snyder's seven principles for cultivating communities of practice (2002):1. Design for evolution. YY2. Open a dialogue between inside and outside perspectives.YN3. Invite different levels of participation.YY4. Develop both public and private community spaces.YY5. Focus on value.YY6. Combine familiarity and excitement.NY7. Create a rhythm for the community.YYKollock's design principles for online communities (1998):1. Identity persistence. YY2. Sophisticated set of rituals.YY3. Internal economy with a monetary system.NANA4. Property rights.YY5. Rich set of documents recording the history of the community.YN6. Coherent sense of space.YY7. Casual interaction caused by the fact that one must 'walk' most places.NY8. Moderate level of risk.YYKim's nine timeless design strategies (2000):1. Define and articulate your purpose. YY2. Build flexible, extensible gathering places.YY3. Create meaningful and evolving member profiles.NY4. Design for a range of roles.NN5. Develop a strong leadership program.NN6. Encourage appropriate etiquette.YY7. Promote cyclic events.YN8. Integrate the rituals of community life.YY9. Facilitate member-run subgroups.YYKim's three underlying principles (2000):1. Design for growth and change.YY HYPERLINK "http://www.naima.com/community/charts/feedback.gif" \t "_blank" 2. Create and maintain feedback loops.YY3. Empower your members over time.YYTable 1: The assessment of compliance of Connect and Legalis to design guidelines Discussion The data in Table 1 demonstrate that both sample communities have implemented a majority of design principles of successful (virtual) communities, with Connect being in slight advantage due to implementation of the principle of boundaries, more advanced self-governance arrangements, dialogue between inside and outside perspectives, and richer set of documents on the community's history. These differences may in part be attributed to different purposes of the two communities. According to Kim's first design strategy, the purpose of a virtual community, which includes the question 'why' and 'for whom', is the crucial factor that determines all other elements of a virtual community, such as outlook, software, navigation, policies, etc. The purpose of Connect lies in exchange among professionals in science and research, whereas Legalis is a web-service built for the citizens, in other words, for a far wider audience than Connect. Kim's first principle is closely related to Ostrom's 'boundaries' rule, which is implemented at Connect but not at Legalis, as membership of Connect is confined to professionals in science and research as well as other fields, who hold at least a bachelor degree; at Legalis such qualifications to membership are not required. This largely conditions the overall set-up of the two communities, accounting for the fact that, for example, at Legalis editors/moderators in a majority of cases do not sign their names, they rather use nicknames, but only some of them have included their real names in their member profiles. It is interesting to take note of the fact that, gradually, users' registration has been made mandatory, firstly at forums 'Family law', 'Employment' and 'Homeland war participants', and subsequently at the portal at large, due to abuse of the right to anonymous communications and frequent violations of the portal's rules and regulations. However, there is no monitoring whether users at registration give their real data. In order to ensure that the purpose of Legalis is fully realised, the element of identity has not been fully revealed either in leadership approach or among members, primarily due to sensitive nature of some of the legal problems discussed. This observation indicates that in particular virtual communities neither communications by entirely anonymous nor those by publicly identified authors are sustainable. If Godwin's principle of continuity and Kollock's principle of identity persistence are maintained, through nicknames or other form of partial identification, we may still consider these virtual spaces to be communities, in a sense of networks of interpersonal ties that provide sociability, support, information, a sense of belonging, and social identity (Wellman, 2001). At Connect, members and editors use their real names, but these are visible only to the registered members, while visitors may see only the names of persons who sent the first posting in a thread. Thereby an incentive to contribute valuable information is preserved while at the same time the community is safeguarded from undesirable external influence. Both communities have provided means to recognize and encourage 'the good work' of worthy members. While Connect members may easily identify authors of contributions by their signatures and may rate the quality of contributions, Legalis members may see the number of posts that any one of them published, and the membership status of those who have contributed significantly is indicated by one to five stars attached to their (nick)names. Difficulties encountered by Connect members emerge mostly out of verbal conflicts stemming from 'flaming' postings of members. We have observed earlier that these conflicts act as a disincentive for participation of peripheral members. Difficulties encountered by some Legalis members refer to lack of democratic procedures for initiating new subcommunities, lack of clarity concerning the question whether certain opinions of editors'/moderators' present the portal's official stance or their personal views, as well as to instances of indecent and offensive postings. Conclusions Connect exhibits less problems due to its careful design that satisfies a large number of the principles enumerated above. However, when assessing compliance to the principles, one must not neglect that the original vision of Connect is closer to the vision of a genuine virtual community than that of Legalis, which is primarily envisioned as a public service for citizens. Cooperation in both communities prevails over egocentric forms of behaviour, so that both communities provide instances of successful and viable virtual communities. Both communities have to deal with the problem of flame wars and although they have both implemented a number of protective mechanisms, flame wars occasionally bring destructive effects. Referring to the title of the article, we can conclude that virtual communities have significant potential to become both cooperation amplifiers and flame-war battlefields. The challenge that confronts their architects is to provide the right incentives, which would encourage cooperation between the members and discourage undesirable forms of behaviour. Although design guidelines that were analysed here do not provide ready-made recipies for building sustainable communities, the study indicates that the fulfillment of the stated principles has beneficial effects to the volume and the intensity of cooperation. Further studies are required to bring instances of viable, as well as those of failed virtual communities in closer relation to the (non-)compliance to the guidelines. References Cothrel, J. and Williams, R.L. (1999); On-line Communities: Helping Them Form and Grow; Journal of Knowledge Management, Vol. 3, No. 1 (pp. 54-60) Godwin, M. (1994); Nine Principles for Making Virtual Communities Work; Wired;  HYPERLINK "http://wired.com/wired/archive/2.06/vc.principles_pr.html" http://wired.com/wired/archive/2.06/vc.principles_pr.html; No. 2.06, Accessed on June 15, 2007 Griffiths, N. (2005); Cooperative Clans; Kybernetes, Vol. 34, No. 9/10 (pp. 1384-1403) Hess, Ch. (ed.) and Ostrom, E. (ed.); (2006); Understanding Knowledge as a Commons: From Theory to Practice; The MIT Press Kim, A.J. (2000); Community Building on the Web: Secret Strategies for Successful Online Communities; Peachpit Press Koh, J., Kim, Y.-G., Butler, B. and Bock, G.-W. (2007); Encouraging Participation in Virtual Communities; Communications of the ACM, Vol. 50, No. 2 (pp. 69-73) Kollock, P. (1998); Design Principles for Online Communities; PC Update; Vol. 15, No. 5 (pp. 58-60) Kwok, J.S.H. and Gao, S. (2004); Knowledge Sharing Community in a P2P Network: A Study of Motivational Perspective; Journal of Knowledge Management, Vol. 8, No. 1 (pp. 94-102) Nolan, T., Brizland, R. and Macualay, L. (2007); Individual Trust and Development of Online Business Communities; Information Technology & People, Vol. 20, No. 1 (pp. 53-71) Pauleen, D.J. and Yoong, P. (2001); Facilitating Virtual Team Relationships via Internet and Conventional Communication Channels; Internet Research: Electronic Networking Applications and Policy, Vol. 11, No. 3 (pp. 190-202) Pavlin, S. (2006); Community of Practice in a Small Research Institute; Journal of Knowledge Management, Vol. 10, No. 4 (pp. 136-144) Pruijt, H. (2002); Social Capital and the Equalizing Potential of the Internet; Social Science Computer Review, Vol. 20, No. 2 (pp. 109-115) Rheingold, H. (1993) The Virtual Community: Homesteading on the Electronic Frontier;  HYPERLINK "http://www.rheingold.com/vc/book/intro.html" http://www.rheingold.com/vc/book/intro.html, Accessed on May 21, 2007 Srbljinovi, A., Baki-Tomi, Lj. and Bo~i, J. (2007); Virtual Communities as Commons: Case study of "Connect"; paper submitted to the journal INDECS Interdisciplinary Description of Complex Systems Tang, J.-H. and Yang, H.-L. (2005); User Role and Perception of Requirements in a Web-based Community of Practice; Online Information Review, Vol. 29, No. 5 (pp. 499-512) Wellman, B. (2001); Physical Place and CyberPlace: The Rise of the Personalized Networking; International Journal of Urban and Regional Research, Vol. 25, No. 2 (pp. 227252) Wenger, E., McDermott, R. and Snyder, W.M. (2002); Seven Principles for Cultivating Communities of Practice: A Guide to Managing Knowledge; Harvard Business School Press.  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