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Using GSS to Design Organizational Processes and Information Systems: An Action Research Study on Collaborative Business Engineering

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  • Gert-Jan de Vreede

    (Delft University of Technology)

  • Gary Dickson

    (North Carolina State University)

Abstract

During an action research study a collaborative business engineering approach was developed, applied, and evaluated. Key characteristic of the approach is its focus on the participative design of organizational processes and supporting information systems. Following the approach, various design activities are carried out in close cooperation with groups of stakeholders supported by a Group Support System (GSS). This paper describes and reflects on the execution of these collaborative design activities in a police organization. Lessons learned with respect to GSS and collaborative design are formulated. Key insights illustrate the stakeholders' perception of the group technology and the way in which it facilitated an efficient design process.

Suggested Citation

  • Gert-Jan de Vreede & Gary Dickson, 2000. "Using GSS to Design Organizational Processes and Information Systems: An Action Research Study on Collaborative Business Engineering," Group Decision and Negotiation, Springer, vol. 9(2), pages 161-183, March.
    • Handle: RePEc:spr:grdene:v:9:y:2000:i:2:d:10.1023_a:1008758806144
    DOI: 10.1023/A:1008758806144
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    References listed on IDEAS

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    Cited by:

    1. Jaco Appelman & Etiënne Rouwette & Sajda Qureshi, 2002. "The Dynamics of Negotiation in a Global Inter-Organizational Network: Findings from the Air Transport and Travel Industry," Group Decision and Negotiation, Springer, vol. 11(2), pages 145-164, March.
    2. Javadi, Elahe & Gebauer, Judith & Mahoney, Joseph T., 2011. "The Impact of User Interface Design on Idea Integration in Electronic Brainstorming: An Attention-Based View," Working Papers 11-0102, University of Illinois at Urbana-Champaign, College of Business.
    3. L White, 2006. "Evaluating problem-structuring methods: developing an approach to show the value and effectiveness of PSMs," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(7), pages 842-855, July.
    4. Midgley, Gerald & Cavana, Robert Y. & Brocklesby, John & Foote, Jeff L. & Wood, David R.R. & Ahuriri-Driscoll, Annabel, 2013. "Towards a new framework for evaluating systemic problem structuring methods," European Journal of Operational Research, Elsevier, vol. 229(1), pages 143-154.
    5. Qureshi, S. & Hlupic, V. & de Vreede, G-J. & Briggs, R.O., 2002. "Harnessing Intellectual Resources in a Collaborative Context to Create Value," ERIM Report Series Research in Management ERS-2002-28-LIS, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    6. J Davis & A MacDonald & L White, 2010. "Problem-structuring methods and project management: an example of stakeholder involvement using Hierarchical Process Modelling methodology," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 893-904, June.
    7. Femke Bekius & Sebastiaan Meijer & Hugo Thomassen, 2022. "A Real Case Application of Game Theoretical Concepts in a Complex Decision-Making Process: Case Study ERTMS," Group Decision and Negotiation, Springer, vol. 31(1), pages 153-185, February.

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