The Media Coexistence Approach Organizational and Individual Determinants of Media Choice in Singapore Laku Chidambaram Lai Huat Lim Hock Chuan Chan University of Hawaii National University of Singapore National University of Singapore laku@hawaii.edu limlh@iscs.nus.sg chanhc@iscs.nus.sg Abstract While past research on media choice has focused on matching a particular medium with a particular type of task, the current study proposes a “media coexistence” approach. This approach suggests that different media have, at the same time, both unique attributes (which allow them to exist as complements in a portfolio of choices) and similarities (which allow users to substitute one medium for another when needed). A survey was conducted to identify the key determinants of media choice among managers and professionals in Singapore. Results suggest that media choice is multidimensional and not nearly as dichotomous as media richness theory suggests. For example, the same medium–telephones–can play a dual role depending on the circumstances: as a substitute for face-to-face communication (among heavy e-mail users or among lower level employees) and as a complement to other media such as e-mail or written communication. The media coexistence approach therefore provides a contingency view of media choice wherein different media can, depending on individual and organizational factors, serve as substitutes for and complements of each other. INTRODUCTION Organizations in Singapore, as those in other developed countries, typically offer their managers and employees a portfolio of communication options. With the increasing availability of new communication technologies, organizational users are often faced with several choices of media for communicating with internal and external stakeholders. Some media, such as face-to-face meetings, have traditionally been the primary conduit for communicating a variety of information, from corporate decisions to sales targets. Newer media such as e-mail are starting to erode this reliance on traditional modes of communication (Markus, 1994; Rice and Love, 1987). Previous research on media choice (e.g., Daft et al., 1987; Trevino et al., 1987) viewed the selection of a medium as a dichotomous decision--either a medium was chosen or not for a particular task. This line of inquiry assumes that the portfolio of media available at a user’s disposal is well-balanced, i.e., each medium has unique traits and offers benefits not available from other media. Undoubtedly, specific media pose specific restrictions: one cannot see one’s partner when talking on the phone; neither can one taste the new recipe over e-mail. Nevertheless, the media portfolio may not be as well-balanced as previous research implies, i.e., some media have overlapping traits and may offer similar advantages (or suffer from similar restrictions). For instance, one can use written memos, e-mail, telephones or face-to-face conversation to announce the birth of a child or the closing of a plant. The above discussion highlights the “coexistence approach” to media choice which suggests that media, while possessing certain inalienable and unique characteristics, have some similarities which may allow users to substitute one medium for another when needed. This approach--unlike that of media choice theory which views media as being complementary-- views media as being simultaneously complementary (in that they offer unique advantages and have unique restrictions) and competitive (in that they offer similar advantages and may have similar restrictions). In other words, the various media coexist as substitutes and complements of each other. This study, which is part of a larger effort at understanding media use in a global setting, is aimed at identifying the key determinants of media choice among managers and professionals in Singapore. The thriving island of Singapore with its advanced communication infrastructure has been the focus of previous research efforts in the IS field (Neo et al. 1996). Recent efforts by the government (e.g., High Tech 2000) and private sector to improve digital 1060-3425/98 $10.00 (C) 1998 IEEE