Abstract
Information systems (IS) research often assumes team members have aligned goals. In practice, people interpret and pursue goals to suit personal agendas, even when they are collaborating. This motivates our examination of the cooperative assumption in Media Synchronicity Theory (MST)--a leading IS theory of communication performance. We assess the boundaries of MST by relaxing the assumption of cooperation. Our results support MST for explaining communication and task performance in a cooperative context. However, MST was insufficient to capture how media capabilities influence performance in a non-cooperative context. Our study shows that relaxing the assumption of cooperation changes MST in profound ways--altering which media capabilities are central to the model and the very processes that underlie communication.
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