Toward an Integrated Model of Group Development: Disruption of Routines by Technology-Induced Change.

Author List: Garfield, Monica J.; Dennis, Alan R.;
Journal of Management Information Systems, 2012, Volume 29, Issue 3, Page 43-86.
Current research argues that the most prominent models of group development (the linear stage model and the punctuated equilibrium model) are simply different lenses for studying the same phenomenon. We argue that the two models are distinct (groups do not simultaneously follow both models) and that the key to understanding their use lies in routines. We studied six newly formed groups whose members came from the same organization that worked on similar projects over a seven-week period. Three groups worked nonmediated and three groups used a collaboration technology that was new to them. The three nonmediated groups followed the punctuated equilibrium model and the three collaboration technology groups followed the stage model. We argue that groups that enact the shared routines common in their organizations will experience a different group development path than those groups whose shared routines are disrupted and which must adapt to a new technology. When group members enact shared routines (which they may share due to having a common organizational culture), they can quickly begin work, and group development follows the punctuated equilibrium model. When groups cannot enact shared routines, they must first negotiate how they will work before work can begin, so group development follows the stage model. Thus, the introduction of new collaboration technology (or any new technology or work process) influences how group development occurs.
Keywords: case study; collaboration technology; field experiment; group development models; mixed methods; routines
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#238 0.210 shared contribution groups understanding contributions group contribute work make members experience phenomenon largely central key common especially major conceptualizing study
#90 0.159 development life cycle prototyping new stages routines stage design experiences traditional time sdlc suggested strategies rapid effort integrated needs techniques
#185 0.100 change organizational implementation case study changes management organizations technology organization analysis successful success equilibrium radical efforts initiatives managing resistance individuals
#191 0.099 model models process analysis paper management support used environment decision provides based develop use using help literature mathematical presented formulation
#233 0.094 group gss support groups systems brainstorming research process electronic members results paper effects individual ebs using used anonymity ideas discussion
#35 0.074 technology organizational information organizations organization new work perspective innovation processes used technological understanding technologies transformation consequences perspectives use administrative economic
#226 0.062 models linear heterogeneity path nonlinear forecasting unobserved alternative modeling methods different dependence paths efficient distribution probabilities demonstrate observed heterogeneous probability
#279 0.056 field work changes new years time change major period year end use past early century half traditional areas established strong
#296 0.052 collaboration support collaborative facilitation gss process processes technology group organizations engineering groupware facilitators use work tool address practitioners focused develop