Alan R. Dennis

Information technology to support electronic meetings

As managers spend more of their time in meetings, the study of information technology to support meetings becomes increasingly important. Several unique systems to support meetings electronically have been developed in industry and universities. The PLEXSYS systems at the University of Arizona have been operational since 1985 and are now being implemented in industrial sites. This article proposes and defines a new term for information technology systems that support group meetings: electronic meeting systems (EMS). EMSs are more than group decision support systems (GDSS): they support more tasks than just decision making; they focus on communication. They move beyond the GDSS decision room where groups must meet at the same time in the same place, to meetings that can be conducted across time ands pace. The article then presents a model fo th EMS concept, which has three components: group process and outcomes; methods; and environment. Each of these component is explained in turn, and the implications derived form their study to date are discussed. Finally, the implementation of information technology for meeting support and its use in corporate settings will be addressed, as it has implications for productivity, meeting size, group member participat9ion, and the role of the IS department.

Media, tasks, and communication processes: a theory of media synchronicity

This paper expands, refines, and explicates media synchronicity theory, originally proposed in a conference proceeding in 1999 (Dennis and Valacich 1999). Media synchronicity theory (MST) focuses on the ability of media to support synchronicity, a shared pattern of coordinated behavior among individuals as they work together. We expand on the original propositions of MST to argue that communication is composed of two primary processes: conveyance and convergence. The familiarity of individuals with the tasks they are performing and with their coworkers will also affect the relative amounts of these two processes. Media synchronicity theory proposes that for conveyance processes, use of media supporting lower synchronicity should result in better communication performance. For convergence processes, use of media supporting higher synchronicity should result in better communication performance. We identify five capabilities of media (symbol sets, parallelism, transmission velocity, rehearsability, and reprocessability) that influence the development of synchronicity and thus the successful performance of conveyance and convergence communication processes. The successful completion of most tasks involving more than one individual requires both conveyance and convergence processes, thus communication performance will be improved when individuals use a variety of media to perform a task, rather than just one medium.

Rethinking media richness: towards a theory of media synchronicity

The paper describes a new theory called a theory of media synchronicity which proposes that a set of five media capabilities are important to group work, and that all tasks are composed of two fundamental communication processes (conveyance and convergence). Communication effectiveness is influenced by matching the media capabilities to the needs of the fundamental communication processes, not aggregate collections of these processes (i.e., tasks) as proposed by media richness theory. The theory also proposes that the relationships between communication processes and media capabilities will vary between established and newly formed groups, and will change over time.

Electronic Brainstorming And Group Size

Two concurrent experiments were conducted with groups of varying size; there were 2-, 4-, and 6-person groups in one and 6- and 12-person groups in the other. We compared the number and quality of ...

Understanding fit and appropriation effects in group support systems via meta-analysis

Many previous papers have lamented the fact that the findings of past GSS research have been inconsistent. This paper develops a new model for interpreting GSS effects on performance (a Fit-Appropriation Model), which argues that GSS performance is affected by two factors. The first is the fit between the task and the GSS structures selected for use (i.e., communication support and information processing support). The second is the appropriation support the group receives in the form of training, facilitation, and software restrictiveness to help them effectively incorporate the selected GSS structures into their meeting process. A meta-analysis using this model to organize and classify past research found that when used appropriately (i.e., there is a fit between the GSS structures and the task, and the group receives appropriation support), GSS use increased the number of ideas generated, took less time, and led to more satisfied participants than if the group worked without the GSS. Fitting the GSS to the task had the most impact on outcome effectiveness (decision quality and ideas), while appropriation support had the most impact on the process (time required and process satisfaction). We conclude that when using this theoretical lens, the results of GSS research do not appear inconsistent.

Information exchange and use in group decision making: you can lead a group to information, but you can't make it think

Organizations often build groups with members from different areas so that a wider range of information and opinions can be considered. When members of such groups share the information they have, the group as a whole can access a larger pool of information than any one member acting alone, potentially enabling them to make better decisions. This experiment studied groups working on a hidden profile task in which each participant received different (but not conflicting) information about the task, which they needed to combine to identify the optimal decision. Verbally interacting groups exchanged only a small portion of the available information and made poor decisions as a result. Groups interacting using a GSS exchanged about 50% more information, providing sufficient information to enable all groups to identify the optimal decision. However, GSS groups did not accurately process this information -- only one GSS group chose the optimal decision. Possible explanations for this lack of information processing are that participants were unable to integrate into their existing base of information the information received during discussions, that the way in which the GSS was used impeded information processing, that the anonymity and delayed feedback in the GSS reduced the credibility of new information so that participants chose not to process it, or that information in the GSS was less salient than verbally contributed information.

Social Capital and Knowledge Integration in Digitally Enabled Teams

To understand the impact of social capital on knowledge integration and performance within digitally enabled teams, we studied 46 teams who had a history and a future working together. All three dimensions of their social capital (structural, relational, and cognitive) were measured prior to the team performing two tasks in a controlled setting, one face-to-face and the other through a lean digital network. Structural and cognitive capital were more important to knowledge integration when teams communicated through lean digital networks than when they communicated face-to-face; relational capital directly impacted knowledge integration equally, regardless of the communication media used by the team. Knowledge integration, in turn, impacted team decision quality, suggesting that social capital influences team performance in part by increasing a team’s ability to integrate knowledge. These results suggest that team history may be necessary but not sufficient for teams to overcome the problems with the use of lean digital networks as a communication environment. However, team history may present a window of opportunity for social capital to develop, which in turn allows teams to perform just as well as in either communication environment.

Group Size and Anonymity Effects on Computer-Mediated Idea Generation

Some for,ns of computer-mediated communication enable groups to engage simultaneously in multiple electronic conversations. One interesting aspect of this technology, in addition to this parallelism, is that the channel is configurable to support forms of group interaction that were previously difficult, if not impossible. This article reports a laboratory experiment that examined the effects of group size (3 and 9 members) and group member anonymity on the performance of groups using a computer-mediated idea-generation system. Although group members in all conditions made, on average, the same number of comments, larger groups generated significantly more ideas (and higher-quality ideas as rated by judges) than did smaller groups. Anzonymity had no effect on ideational performance. Members of small-idenitified groups made the fewest critical remarks, were the most satisfied, and rated themselves more effective than group members from the other experimental conditions.

Predicting Collaboration Technology Use: Integrating Technology Adoption and Collaboration Research

The paper presents a model integrating theories from collaboration research (i.e., social presence theory, channel expansion theory, and the task closure model) with a recent theory from technology adoption research (i.e., unified theory of acceptance and use of technology, abbreviated to UTAUT) to explain the adoption and use of collaboration technology. We theorize that collaboration technology characteristics, individual and group characteristics, task characteristics, and situational characteristics are predictors of performance expectancy, effort expectancy, social influence, and facilitating conditions in UTAUT. We further theorize that the UTAUT constructs, in concert with gender, age, and experience, predict intention to use a collaboration technology, which in turn predicts use. We conducted two field studies in Finland among (1) 349 short message service (SMS) users and (2) 447 employees who were potential users of a new collaboration technology in an organization. Our model was supported in both studies. The current work contributes to research by developing and testing a technology-specific model of adoption in the collaboration context.

A comparison of laboratory and field research in the study of electronic meeting systems

Abstract:Research into the use of Electronic Meeting Systems (ems) has rapidly increased over the past few years. However, ems laboratory experiments have often drawn very different conclusions about the effects of ems use than have ems field studies—conclusions that at first appear inconsistent. By examining the differences in the design of prior ems studies, we attempt to better understand the factors that affect the use of ems technology. It is our contention that these differences in findings are not inconsistent, but rather they reflect different situations that researchers have studied. We identify 24 potentially important differences in organizational contexts, group characteristics, tasks, and ems environments. In planning future research, ems researchers need to make explicit design decisions for each of these aspects, and to consider how those choices may affect research results. An analysis of these differences suggests several approaches to enhance the design of future laboratory experiments a...