Catherine M. Beise

Issues and concerns about computer-supported meetings: the facilitator's perspective

In an effort to boost meeting productivity and success, managers may employ trained group facilitators. They may also implement group support systems (GSS) for the same reason. The two approaches can be taken separately or together. In this study, in depth interviews with 37 practicing facilitators provided their perspectives on critical factors that influence meeting success and potential benefits and concerns with the use of GSS. Respondents focused on a core of communication and group process skills as critical for facilitator success. Overall, the respondents observed or anticipated more efficient and effective task performance as benefits of GSS technology. Their concerns focused on technology related issues: participant anxiety, systems inflexibility, and systems reliability. Views of facilitators with high and low levels of GSS experience are largely consistent. High experience GSS facilitators viewed technical issues as more central to meeting success, while low experience GSS facilitators focused more heavily on attributes of the group. The paper concludes by offering suggestions for identifying and training GSS facilitators and comments on key issues of importance to GSS designers, based on the facilitators perspective.

IT project management and virtual teams

Project management methods and tools are increasingly relevant as todays globalized organizations accomplish more of their goals using cross-functional, and often cross-cultural, geographically dispersed, project teams. The increased diversity of skills, knowledge, cultures, and perspectives of these project teams can potentially have both positive and negative influences on group processes and outcomes. The question that this research-in-progress intends to address is: To what extent can and do project management methods and tools benefit diverse virtual teams while mitigating its challenges? In order to begin to answer this question, this paper presents relevant background, a research model, a methodology (currently in progress), and potential contributions. The initial methodology involves a study of IT project teams working on a common database design project whose members are using electronic tools to communicate, collaborate, and coordinate. The results of the study should provide useful information to practitioners and researchers regarding project management and virtual teams.

Facilitation issues in distributed group support systems

Local area networks and related computer and communication technologies are opening up new possibilities for performing group tasks in organizations. This paper provides background on the evolving use of information technology to support distributed group meetings. It identifies facilitation as a key factor in the success of group meetings. Thirty-four professional facilitators of face-to-face meetings are interviewed regarding the impacts of a distributed setting on meetings. Opinions regarding distributed meetings include concerns for group process and task accomplishment, observations of changes in the role of the facilitator, and potential impacts on how the organization functions. Concerns regarding the design of specific technologies for implementing distributed meetings are also identified.

A case study of project management practices in virtual settings: lessons from working in and managing virtual teams

In this paper we report a case study examining the communication processes engaged in by virtual project teams and their management. Twenty-two teams, using widely available groupware to communicate, work together, share documents, discuss ideas, and solve problems, designed and implemented a database. These teams were managed by a geographically-distributed management team. The case study is analyzed qualitatively and quantitatively, from two perspectives--working in, and managing, virtual teams--using a framework that integrates virtual team dynamics and project management practices. Through the critical examination of communication content from the longitudinal experiences of multiple virtual project teams and their virtual management team, we identify successful project practices and uncover underlying interaction processes. Specifically, we found that high performing project teams differed from low performing teams in terms of process management, relational development, and proactive technology use behaviors. The five-person management team paralleled the project teams in evolving its own process management and relational development over time.

Diversity and the information technology workforce: an examination of student perceptions

Most IT professionals would agree that diversity in IT leads to positive outcomes. However, few studies have empirically tested differences in diversity perceptions among groups. This research-in-progress develops a survey to test perceptions in four diversity categories: gender, ethnicity, age, and disability. Currently, we have begun collecting data from students in three universities. Upon completion of data collection, we plan to validate the survey instrument using factor analysis. Then we will test a series of directional hypotheses theorizing differences in diversity perceptions among groups. We will use multivariate analysis of variance (MANOVA) to analyze group differences and possible interaction effects. Upon completion of the study, we anticipate empirically validating a survey instrument to be used in future diversity studies, while also providing support for differences in diversity perceptions between the groups analyzed.

A model of the IS/organizational interface and users' perceptions of IS effectiveness

As the line between the IS function and user functional areas becomes increasingly blurred due to end-user computing and the deeper integration of IS with organizational planning and operations, the quality of the IS/organizational interface consists of communication linkages between the IS function and other functional organizational subunits. Components of this interface include general IS/user communication and coordination mechanisms, user training and documentation, end-user support and services, chargeback policies, and alignment of IS/organizational planning processes. In an effort to better define and understand this interface, data were gathered via interviews and questionnaires from IS and user department managers and staff in nine private sector firms. The results of the research indicate that perceived IS effectiveness is related to the quality of this interface. This paper develops a model of the IS/organizational interface and provides specific focal points for improving IS personnel effectiveness with respect to the model.

The information systems enrollment crisis: status and strategies

The purpose of this panel is review the current status of IT jobs and careers, discuss reasons behind the enrollment gap, brainstorm strategies for increasing enrollment, and identify measures of effectiveness.

Facilitating technology-supported group work: a new category of IS personnel

This paper discusses the group support systems facilitator as a new category of IS personnel, in terms of background, skills, and training, and how facilitation might be related to existing IS personnel categories, particularly that of the systems analyst. A study is then presented which aims to increase our understanding of the role of the human facilitator, by documenting and comparing skills, experiences, and perceptions of group process facilitators who have used GSS and those who have not.

How CPR is like Madonna: 50 years of reinvention

The purpose of this panel is to provide a formal forum and opportunity to reflect on the past, discuss the present, and provide direction and inspiration for the future of what we now call Computers and People Research (CPR). To what extent have these early concerns and themes endured? How have they been transformed over five decades of changes in technology, changes in the workplace and global business context, and IT worker demographics? What progress has the CPR community made in addressing these concerns? What new issues has CPR brought forward that were not envisioned by the early CPR pioneers?