A Capabilities-Based Theory of Technology Deployment in Diverse Teams: Leapfrogging the Pitfalls of Diversity and Leveraging Its Potential with Collaborative Technology

Previous research on groups with diverse membership indicates that they generally exhibit high levels of conflict and experience low levels of cohesion; however, they also tend to outperform their homogeneous counterparts. We examine this apparent paradox and discuss a theory-based technology-oriented approach to resolving it. Based on an extensive review of three research streams~{!*~}group diversity, group development, and collaborative technologies~{!*~}we develop an integrated model of ongoing team interaction that describes how the purposeful deployment of certain collaborative technology capabilities, based on temporal milestones, can help leverage the positive aspects of diversity while limiting its negative aspects. We conclude by developing a set of propositions that can be tested empirically

DEFINING COMMON GROUND: MANAGING DIVERSITY THROUGH ELECTRONIC MEETING SYSTEMS

As diversity in the workforce becomes a critical issue for firms to deal with in the 19904 they are exploring innovative solutions to managing differences, Electronic meeting systems appear to offer a way of valuing diversity as a competitive resource without attempting to assimilate differences among individuals into a single, homogeneous ideal. This study, grounded in the naturalistic paradigm, is an initial attempt to examine the effectiveness of such systems in managing diversity in the workplace. Specifically it examines, using a hybrid case study approach, the extent to which an EMS helps in defining common ground within diverse groups. The results of this study will help in enhancing an organization\u27s ability to utilize the vast talents of a diverse group in decision making situations

As Time Goes By: How Do Groups Change?

This discussion is expected to provoke issues of concern to group support systems (GSS) researchers including problems in extrapolating the resuk from the one-time performance of ad hoc groups using groupware in a laboratory to those of ongoing teams iii organizations; awareness of how group support technologies can be used to develop groups quickly into high perlonning te;uns;and understanding the role of facilitation and training in the use of group support technologies. Whichever model of development one chooses to accept, researchers must recognize that one shot studies of groups cannot comparetothclongitudinalexaminationsofongoingteams. GSSstudiesthatexplicitlyincorporatethetimedimensioninto their rcsearch design can provide valuable insights to the nature and causes of change in groups

The Effects of Collaborative Technology Appropriation on Group Outcomes

Groups are increasingly utilizing collaborative technologies to facilitate distributed work processes. While these groups are assembled based upon the task knowledge possessed by their members, collaborative technology adoption decisions are often made at an organizational level, where the members’ knowledge of the technology is necessarily discounted. However, in this paper we argue that a group’s knowledge of collaborative technology will impact the manner in which the technology is appropriated. Further, the manner in which a group uses collaborative technology will impact its ability to unlock the task knowledge embedded in individual group members; a critical factor in determining group outcomes in distributed environments. In short, a group’s know-how regarding the collaborative technology can unlock its know-what regarding the task. We argue that focusing on task knowledge while ignoring technological knowledge will prevent organizations from fully leveraging group knowledge in virtual settings