Research shows that under certain conditions, groups using collaboration technologies such as group support systems (GSS) can gain substantial improvements in the effectiveness and efficiency of their work processes. GSS, however, have been slow to develop self-sustaining communities of users in the workplace. Organizations that use collaboration technology may require two kinds of support: process support and technology support. Both types of support involve (1) design tasks (e.g., designing a work process and designing the technology to support the process), (2) application tasks (to apply the process and to use the technology), and (3) management tasks (to monitor and control the process and to oversee the maintenance of the technology). This paper explores how these tasks and associated roles can be anchored in organizations, and the relationship of task allocation patterns to the sustained use of collaboration technology in organizations.
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 facilitator's perspective.
This three-round delphi survey of senior IS executives is the third in a series designed to determine the most critical issues in IS management. Analysis focuses on respondents' assessments of specific issues as well as emerging trends. Key findings include: (1) Continued concern for traditional issues such as strategic planning and organizational alignment; (2) only six of the top issues from 1986 remained in the top 10; (3) one new issue, technology infrastructure, made the top 10; (4) three issues from previous studies rejoined the top 10IS human resources, software development, and telecommunication systems; and (5) data-related issues now occupy the top two slots. This study reveals two important trends as the field enters the 1990s. First is the rising importance of technology infrastructure issues. Technology infrastructure issues now occupy three of the top 10 slots including the highest position. Second, it appears that internal effectiveness issues have made a strong comeback after being virtually ignored in 1986. IS human resources, software development, and the applications portfolio--issues that make up the core of the IS function--all increased in importance.