Software engineering (6th ed.)
Software engineering (6th ed.)
Supporting virtual team-building with a GSS: an empirical investigation
Decision Support Systems
The effect of computer-mediated communication on agreement and acceptance
Journal of Management Information Systems - Special section: Data mining
Journal of Management Information Systems
Interpersonal Traits, Complementarity, and Trust in Virtual Collaboration
Journal of Management Information Systems
A Contingency Approach to Software Project Coordination
Journal of Management Information Systems
Human-Computer Interaction
The Impact of IT Personnel Skills on IS Infrastructure and Competitive IS
Information Resources Management Journal
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Organizations must provide appropriate work group structures and communication technologies in order for work groups to function effectively and efficiently. This study investigated the hypotheses that team structure e.g., fully collocated teams vs. virtual teams and communication mode i.e., face-to-face vs. videoconferencing will impact virtual team group processes e.g., team orientation, workload sharing, proclivity to seek and exchange information that evolve. Furthermore, these group processes will dictate team member information exchange patterns e.g., across all team members vs. only within collocated subgroups, which subsequently impact team productivity i.e., accuracy and timeliness and group process satisfaction. Four-person teams worked in either face-to-face i.e., fully collocated group or videoconferencing i.e., dispersed subgroups settings to develop detailed design documentation for specified enhancements to a hypothetical university information system. Results indicated that the dispersed subgroups exhibited more within subgroup collective behaviors and engaged greater within subgroup information exchange as compared to fully collocated teams, where more teamwide collective behaviors and information exchange were observed. Furthermore, greater team collective behaviors gave rise to greater information exchange and activation among team members. Finally, information exchange and activation were associated positively with productivity and process satisfaction.