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Influence of Computer-Based Meeting Support on Process and Outcomes for a Divisional Coordinating Group

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Listed:
  • Fred Niederman

    (University of Baltimore)

  • John Bryson

    (University of Minnesota)

Abstract

This research examines the introduction of computer-based group decision support systems (GDSS) to members of a division level coordinating group. Participants performed authentic problem formulation tasks which varied naturally in degree of structuredness, in two non-GDSS meetings then were provided GDSS for four additional meetings. It was proposed that the introduction of the GDSS and task structuredness would influence (1) group process in terms of the amount of divergent and convergent thinking communicated during meetings and (2) perceived outcomes regarding quality, satisfaction, understanding, confidence, and commitment to group positions. Results suggest that GDSS use affected both the total amount and pattern of group communication but not perceived outcomes. Structuredness of the task affected perceived outcomes but neither amount nor patterns of communication. Additional qualitative data regarding perceived of costs and benefits in using GDSS provide richer explanation for study findings and suggest further lines of inquiry.

Suggested Citation

  • Fred Niederman & John Bryson, 1998. "Influence of Computer-Based Meeting Support on Process and Outcomes for a Divisional Coordinating Group," Group Decision and Negotiation, Springer, vol. 7(4), pages 293-325, July.
  • Handle: RePEc:spr:grdene:v:7:y:1998:i:4:d:10.1023_a:1008698407943
    DOI: 10.1023/A:1008698407943
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    References listed on IDEAS

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    Cited by:

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    2. Bruce A. Reinig & Ira Horowitz & G. E. Whittenburg, 2011. "A Longitudinal Analysis of Satisfaction with Group Work," Group Decision and Negotiation, Springer, vol. 20(2), pages 215-237, March.
    3. Ormerod, Richard & Yearworth, Mike & White, Leroy, 2023. "Understanding participant actions in OR interventions using practice theories: A research agenda," European Journal of Operational Research, Elsevier, vol. 306(2), pages 810-827.

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