IS

Northcraft, Gregory B.

Research Interests (9)

List of Topics (9)

Topic Weight Topic Terms
0.604 group support groups meeting gdss decision systems meetings technology study electronic ems task process communication
0.304 collaboration support collaborative facilitation gss process processes technology group organizations engineering groupware facilitators use work
0.271 group gss support groups systems brainstorming research process electronic members results paper effects individual ebs
0.210 using subjects results study experiment did conducted task time used experienced use preference experimental presented
0.196 research study influence effects literature theoretical use understanding theory using impact behavior insights examine influences
0.178 implementation systems article describes management successful approach lessons design learned technical staff used effort developed
0.177 users user new resistance likely benefits potential perspective status actual behavior recognition propose user's social
0.139 article information author discusses comments technology paper presents states explains editor's authors issue focuses topics
0.108 systems information research theory implications practice discussed findings field paper practitioners role general important key

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List of Coauthors (5)

Griffith, Terri L. 2 Easton, George K. 1 Fuller, Mark A. 1 George, Joey F. 1
Nunamaker, Jr., Jay F. 1

Article Keywords (16)

Electronic meeting systems 2 Anonymity 1 Decision support 1 Facilitation 1
Group decision support systems 1 Group Support Systems 1 Groups 1 IS implementation 1
IS implementation approaches 1 Leadership 1 Power in Organizations 1 Sociotechnical Systems 1
user-analyst differences 1 user training 1 user-analyst interaction 1 user expectations 1

Articles (3)

Facilitator Influence in Group Support Systems: Intended and Unintended Effects. (Information Systems Research, 1998)
Authors: Abstract:
    This paper addresses facilitation, a developing area of Group Support Systems (GSS) research. The facilitator role is one of improving a group's communication and information flow; facilitators are meant to enhance the manner in which a group makes decisions without making those decisions for the group. However, there is a paradox in facilitation: The influence required to facilitate a group changes the group's outcomes. Additionally, strict impartiality for facilitation may be too much to expect because facilitators may unintentionally bias group outcomes, or because facilitators may have their own agendas. Acknowledgment, training, and standards for facilitators may prove useful ways for groups to retain the benefits of facilitation without incurring the costs of inappropriate facilitator influence. Implications are drawn for new research acknowledging the complexity of the GSS sociotechnical system, and the importance of sociotechnical facilitation in organizations.
Cognitive Elements in the Implementation of New Technology: Can Less Information Provide More Benefits? (MIS Quarterly, 1996)
Authors: Abstract:
    This article focuses on the cognitive model in the implementation of new technology. One study of 2,000 U.S. companies found that 40 percent had not achieved the intended benefits from implementing an office technology so the authors suggest a model that would aid in the successful implementation of technology.This paper explores the major mechanisms within the cognitive model which examines differences in cognitions among users, designers, and implementers which can determine the success or failure of implementation. This model offers a view of how user and implementer understandings influence implementation and describes user and implementer understanding.
A Study of Collaborative Group work with and Without Computer-Based Support. (Information Systems Research, 1990)
Authors: Abstract:
    As organizational environments become more turbulent and as managers spend more time in meetings in an effort to deal with that turbulence, using information technology to support meetings has become more important. This paper reports on an experiment that compared meetings supported by information technology to meetings with conventional manual support only. The experiment differs from most previous group decision support system (GDSS) experiments in that solutions to the task it used could be objectively scored, it introduced assigned leadership as an independent variable, and it is the first GDSS experiment to compare use of a subset of the University of Arizona GroupSystems GDSS tools to manual group methods. In addition to a communication condition (GDSS or manual) and assigned leadership, the experiment also investigated the effects of anonymity on group process and outcomes. The experiment found that GDSS groups were less likely to reach consensus, took more time to reach a decision, and had more equal levels of member participation than manual groups. No main effects were found for assigned leadership or anonymity.