Rosalie J. Ocker

The effects of distributed group support and process structuring on software requirements development teams: results on creativity and quality

Previous research has indicated that the creative task of deciding upon the initial specifications for a software system can benefit from a structured process to guide group interaction in face-to-face meetings, and can benefit from computer support. This 2×2 experiment is the first to look at the joint effects of a distributed asynchronous computer conferencing mode of communication (CC, as compared with face-to-face), and a structured process, on software design outcomes. Subjects were teams of graduate students in computer science and business, who designed an automated post office as a course assignment. The quality of solution produced by the CC groups was judged to be marginally higher, while CC groups were rated as considerably more creative. There were no main effects for the structured/unstructured factor, or any significant interactions.

Asynchronous Computer-mediated Communication versus Face-to-face Collaboration: Results on Student Learning, Quality and Satisfaction

Although there has been more than a decade of literature on computer-mediated communication in education, the research has been unclear as to whether it is an effective replacement for face-to-face (FtF) collaboration. This study sought to add to this body of research by exploring the effects of two modes of collaboration on student groups. Following a repeated-measures experimental design, each student group collaborated on two case studies, one using face-to-face collaboration and the other using asynchronous computer conferencing technology as a means of collaboration. Empirical findings indicate that asynchronous collaboration is as effective as face-to-face collaboration in terms of learning, quality of solution, solution content, and satisfaction with the solution quality. However, students were significantly less satisfied with the asynchronous learning experience, both in terms of the group interaction process and the quality of group discussions.

Effects of four modes of group communication on the outcomes of software requirements determination

Research on computer-mediated communication and group support systems has focused on the study of a single mode of communication technology in comparison to unsupported face-to-face (FtF) groups. However, as organizations combine traditional FtF meetings with a variety of anytime/anyplace communication technologies to support collaborative work, the need to study these new forms of interaction grows greater. This experiment builds on prior work by comparing the effectiveness of four modes of communication for groups working on the upstream phases of software development: (1) face-to-face, (2) synchronous computer conferencing, (3) asynchronous computer conferencing, and (4) combined FtF and asynchronous computer conferencing. Teams of graduate students determined the requirements for an automated post office as a course assignment over a period of two weeks. The creativity and quality of solutions produced by groups in the combined condition were higher than those in the remaining three communication modes. Combined groups were generally more satisfied with their solutions, although no differences among conditions were found regarding satisfaction with the process used to accomplish work.

Influences on creativity in asynchronous virtual teams: a qualitative analysis of experimental teams

As virtual teams constitute an important and pervasive organizational structure, research with the aim of improving the effectiveness of these teams is vital. Although critical topics such as conflict, coordination and trust are being addressed, research on creativity in virtual teams has been quite limited. Given that creative solutions to complex problems create and sustain a firms competitive advantage, an investigation of creativity in virtual teams is warranted. The goal of the current study is to explore the influences on creativity in asynchronous virtual teams. Predicated upon grounded theory, this exploration is accomplished through an in-depth qualitative analysis of the team communication transcripts of ten virtual teams. Teams were composed of graduate students who interacted solely via an asynchronous, computer conferencing system to develop the high-level requirements and design for a new innovative product. Significant inhibitors to the creative performance of virtual teams included dominance, domain knowledge, downward norm setting, lack of shared understanding, time pressure, and technical difficulties. Significant enhancers to creativity included stimulating colleagues, the existence of a variety of social influences, a collaborative team climate, and both the surfacing and reduction of equivocality.

Politeness theory and computer-mediated communication: a sociolinguistic approach to analyzing relational messages

This conceptual paper suggests how politeness theory by P. Brown and S. Levinson (1987) - well known in anthropological and linguistic literatures -can contribute to the study of role relations in computer-mediated communication. Politeness, phrasing things so as to show respect and esteem for the face of others, occurs throughout social interchange. The paper reviews politeness theory and enumerates specific linguistic indices of politeness. It then discusses how recognition of the central role of face-work in social interchange can enhance understanding of why and where emotion-work might occur in CMC, how such emotion-work (in the form of politeness) can be reliably observed and quantitatively measured at a linguistic level of analysis, and how the distribution of politeness phenomena is systematically related to variables of interest in CMC research - such as status, cohesion, impersonality, friendship, and communicative efficiency.

Assessing the readiness of firms for CRM: a literature review and research model

The concept of customer relationship management (CRM) resonates with managers in todays competitive economy. Yet recent articles in the business press have described CRM implementation failures, and consequent company reluctance to invest in CRM. The potential for substantially improved customer relationship management, coupled with the high uncertainty surrounding failed implementation efforts, calls for a critical new look at the determinants of, and influences upon, a firms decision to adopt CRM. This paper responds by underscoring the criticality of performing a deep analysis of a firms readiness to undertake a CRM initiative. We suggest that this assessment provide detailed answers to two fundamental questions: What is a firms current CRM capability? And what changes must be in place before embarking on a CRM initiative? A model to assess readiness is developed based upon the premise that business value is enhanced through the alignment of complementary factors occurring along three dimensions, intellectual, social, and technological.

E‐collaboration: A look at past research and future challenges

The guest‐editors of the first Special Issue on E‐Collaboration provide an introduction to the issue. E‐collaboration is broadly defined as collaboration among individuals engaged in a common task using electronic technologies. A brief history of the evolution of e‐collaboration technologies is offered along with a discussion of research in the area. The paper concludes with a brief review of the contributions to the Special Issue and a look at one important future challenge for e‐collaboration researchers, the challenge of theoretical summarization.

Leadership Roles and Communication Issues in Partially Distributed Emergency Response Software Development Teams: A Pilot Study

Emergencies often require inter-organizational and/or international coordination for effective planning and response. Therefore, planning and response teams are often configured as partially distributed teams. A partially distributed team (PDT) is a virtual team, in which some sub-groups are collocated, yet the subgroups are dispersed from each other, and communication between them is primarily by electronic media. We describe a project investigating different configurations of group and sub-group distribution and leadership in global PDTs engaged in tasks related to emergency response; in this paper we focus on results related to the leadership configuration (each of two subgroups in a team chose a local leader) and communication issues. Analysis of pilot data has helped us to articulate key leadership roles and suggests that significant in-group/out-group divides occurred. Implications for practitioners and future research plans are discussed.

Web-based computer-mediated communication: an experimental investigation comparing three communication modes for determining software requirements

This experiment is the third in a series of empirical studies designed to explore the effectiveness of various modes of communication for groups working on determining software requirements. The study focuses on the effectiveness of matching communication media to stages of group work. Three modes of communication are compared: (1) face-to-face; (2) Web-based asynchronous computer conferencing; and (3) combined-a sequence of FtF, Web-based asynchronous computer conferencing, and FtF communication. Teams of graduate students determined the requirements for a computerized post office as a course assignment, over a two-week time period. Concerning creativity, asynchronous groups outperformed combined groups who, in turn, outperformed face-to-face groups. Combined groups produced higher quality solutions than face-to-face groups. There were no significant differences for quality between the combined and asynchronous groups.

The relationship between interaction, group development, and outcome: a study of virtual communication

Twenty groups totaling eighty-three graduate students participated in a 17-day experiment to determine the requirements and high-level design for a computerized post office. The third in a series of experiments comparing virtual interaction to interaction combining both face-to-face and virtual communication, this study focuses on the relationship between group interaction, group development, and group effectiveness. Data were collected on four dependent variables: quality, creativity, satisfaction, and group development. Findings reinforce results from previous experiments: virtual and combined groups generated work products of equivalent quality; virtual groups generated more creative solutions; combined groups were more satisfied with their interaction process and solution quality. Findings indicate that combined groups reached a higher level of development than virtual groups. There was a positive relationship between the level of group development, the quality of the work product, and the degree of satisfaction. A negative relationship was found between group development level and creativity.