Will Distributed GSS Groups Make More Extreme Decisions? An Empirical Study

This study examines the impact of proximity, anonymity, and information exposure on group polarization in a GSS context. Proximity was studied at two levels: proximate and distributed. Anonymity was examined at two levels: identified and anonymous. Information exposure was also varied at two levels: exposure to positionswithoutargumentsandexposuretopositionswitharguments. Thedependentvariableswerechoice shift and preference change. Distributed groups had greater choice shift than proximate groups. When exposed to positions without arguments, distributed meetings resulted in higher preference change than proximate meetings. But when exposed to positions with arguments, proximity interacted with anonymity to alter preference change. These findings indicate that a distributed GSS setting encourages group polarization. However, group polarization can also be raised in a proximate GSS setting if the anonymity capability is used by group members to exchange mutual positions and arguments

PROCESS SUPPORT FOR THE OPTION GENERATION PHASE IN WIN-WIN NEGOTIATIONS: COMPARISON OF THREE COMMUNICATION MODES

Analytically oriented Negotiation Support Systems have been studied and developed for decades, but they have not become widely adopted by negotiation practitioners. Along with the phenomenal growth of e-commerce, a need has arisen for information systems that support the parties’ “soft” negotiation processes and communications in addition to the “hard” quest for a mathematically optimal solution. In this study, we report an experiment about applying three different communication modes in integrative win-win negotiations following the principled negotiation tactics. We focus on integrative negotiation’s dialoguing phase where the parties share information, brainstorm options together, and establish an appropriate atmosphere. We compare computer-supported same-time same-place negotiations aided by group support systems (GSS) - either anonymously or non-anonymously - with the control treatment group that uses verbal communication backed up with flipcharts and Post-it notes. Due to the recent social media revolution, the role of anonymity might have changed from the GSS research results obtained decades ago. Our goal is to find out possible differences in the negotiation outcomes: meeting satisfaction and productivity. We discovered that all three modes worked well when used together with a carefully structured and facilitated process, although the number of unique ideas generated was significantly higher in the computer-supported groups

THE RATIONALIZATION OF THE ORGANIZATIONAL MEETING: IMPLICATIONS OF GROUP SUPPORT SYSTEMS FOR POWER, SYMBOLISM AND FACE-VVORK

Current Group Support System (GSS) theory is heavily influenced by a rational model of human behavior, which in turn leads to some fundamental assumptions about what meetings are all about and what can be done to improve them. The purpose of this paper is to examine these fundamental assumptions, but from a perspective other than the more typical one of small-group processes and dynamics. Instead, we draw on organizational theories of power and politics, organizational culture and symbolism, and interactionism to provide new vantage points from which to examine these fundamental GSS objectives. Each of these perspectives represent fundamentally different philosophies on the nature and processes that characterize organizational meetings. From this theoretical triangulation, a much richer picture of organization meetings emerges. In particular, it becomes apparent that the rich shading and nuances of meaning that characterize organizational meetings are not adequately captured by a strictly small-group based, rational model of human behavior. To hope to understand how technology will change the dynamics of decisionmaking, hidden agendas, veiled threats, hidden meanings, the formation and disintegration of alliances, the shifting nattire of power and status, to name but a few, a theory base as rich as these dynamics will be needed

Analytic Hierarchy Process in Group Decision Making: Much Ado About Nothing

This paper examines the use of the Analytic Hierarchy Process (AHP) in individual and group decision making. Group AHP without individual AHP resulted in the exchange of the most common information while the combination of both group and individual AHP resulted in the least. The use of AHP in group decision making took longer, but did not result in better decisions. Subjects reported that they processed less information when using AHP and felt there was less credibility in the information discussed

The effectiveness of virtual facilitation in supporting GDSS appropriation and structured group decision making

Since their introduction a quarter of a century ago, group decision support systems (GDSS) have evolved from applications designed primarily to support decision making for groups in face-to-face settings, to their growing use for “web conferencing,” online collaboration, and distributed group decision-making. Indeed, it is only recently that such groupware applications for conducting face-to-face, as well as “virtual meetings” among dispersed workgroups have achieved mainstream status, as evidenced by Microsoft’s ubiquitous advertising campaign promoting its “Live Meeting” electronic meeting systems (EMS) software. As these applications become more widely adopted, issues relating to their effective utilization are becoming increasingly relevant. This research addresses an area of growing interest in the study of group decision support systems, and one which holds promise for improving the effective utilization of advanced information technologies in general: the feasibility of using virtual facilitation (system-directed multi-modal user support) for supporting the GDSS appropriation process and for improving structured group decision-making efficiency and effectiveness. A multi-modal application for automating the GDSS facilitation process is used to compare conventional GDSS-supported groups with groups using virtual facilitation, as well as groups interacting without computerized decision-making support. A hidden-profile task designed to compare GDSS appropriation levels, user satisfaction, and decision-making efficiency and effectiveness is utilized in an experiment employing auditors, accountants, and IT security professionals as participants. The results of the experiment are analyzed and possible directions for future research efforts are discussed

A PROCESS STUDY OF EFFECTS OF GSS AND TASK TYPE ON INFORMATIONAL AND NORMATIVE INFLUENCE IN SMALL GROUPS

This research examines the effects of GSS and task type on informational and normative influence in small groups by analyzing group process. It extends Kaplan and Miller\u27 s research on task type and informational and normative influence in small groups in an unsupported setting to a GSS setting. The two tasks used are an intellective task and a preference task, and the two support levels are unsupported baseline and GSS support. The findings show that (1) the mode of influence that predominates in group discussion depends on task type, but the degree of dominance is moderated by support level, and (2) GSS has the potential to encourage the use of informational influence in intellective task groups and discourage the use of normative influence in preference task groups. These findings suggest that task type may have significant effects on influence behavior in small groups and a GSS may have some beneficial effects for certain task types but not for others. The paper concludes with some suggestions for further research

DAMPENING STATUS INFLUENCE USING A GROUP SUPPORT SYSTEM: AN EMPIRICAL STUDY

This study investigates the effects of a GSS and task type on status influence in a group decision making setting. Three support levels were examined: manual support. face-to-face GSS support, and dispersed GSS support. Intellective and preference tasks were studied. The dependent variables were status influence, sustained influence, and residual disagreement. Status influence and sustained influence were higher but residual disagreement was lower in manual groups than in face-to-face GSS groups and dispersed GSS groups. Preference task groups also experienced higher status influence, higher sustained influence, and lower residual disagreement compared to intelle(live task groups. These findings suggest that a GSS dampens status influence and sustained influence, though at the expense of creating greater residual disagreement, especially for a preference task

The Impact of User Interface Design on Idea Integration in Electronic Brainstorming: An Attention-Based View

This paper introduces an attention-based view of idea integration that underscores the importance of IS user interface design. The assumption is that presenting ideas via user interface plays a key role in enabling and motivating idea integration in electronic brainstorming (EBS), and thus advances productivity. Building upon Cognitive Network Model of Creativity and ability-motivation framework, our attention-based theory focuses on two major attributes of user interface: visibility and prioritization. While visibility enables idea integration via directing attention to a limited set of ideas, prioritization enhances the motivation for idea integration by providing individuals with a relevant and legitimate proxy for value of the shared ideas. The theory developed in this paper is distinct from previous research on EBS in at least two ways: (1) this theory exclusively focuses on idea integration as the desired outcome and studies it in the context of IS user interface; and (2) rather than debating whether or not EBS universally outperforms verbal brainstorming, the proposed theory revisits the links between user interface and idea integration as an attention-intensive process that contributes to EBS productivity. Idea integration by individuals within a group is an essential process for organizational creativity and thus for establishing knowledge-based capabilities. Lack of such integration significantly reduces the value of idea sharing, which has been a predominant focus of the EBS literature in the past. The current theory posits that the ability of electronic brain-storming to outperform nominal or verbal brainstorming depends on its ability to leverage information system (IS) artifact capabilities for enhancing idea integration to create a key pattern of productivity. The developed theory provides a foundation for new approaches to EBS research and design, which use visibility and prioritization, and also identify new user interface features for fostering idea integration. By emphasizing idea integration, designers and managers are provided with practical, cognition-based criteria for choosing interface features, which can improve EBS productivity. This theory also has implications for both the practice and research of knowledge management, especially for the attention-based view of the organization.