An empirical study of the impact of user involvement on system usage and information satisfaction
Communications of the ACM - The MIT Press scientific computation series
Rethinking the concept of user involvement
MIS Quarterly
Group process and conflict in system development
Management Science
Managing I/S design teams: a control theories perspective
Management Science
Explaining the role of user participation in information system use
Management Science
Coordination in software development
Communications of the ACM
Customer-developer links in software development
Communications of the ACM
The Effects of Information Technology Project Complexity on Group Interaction
Journal of Management Information Systems
An Integrated Performance Model Information Systems Projects
Journal of Management Information Systems
Group cohesion in organizational innovation: An empirical examination of ERP implementation
Information and Software Technology
Exploring the interaction effects of social capital
Information and Management
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This study examines the influence of two selected group structural characteristics on successful participation in system development. It draws upon work-group design research to develop and test nine hypotheses that link group heterogeneity and group-based rewards to participation and performance outcomes. Some interesting findings emerge from the study.The nature of the relationship between group heterogeneity and participation is not the same as that between group-based rewards and participation. Both heterogeneity and group-based rewards directly impact participation; and as participation positively impacts outcomes, both variables indirectly impact outcomes. In addition, group-based rewards have a direct effect on performance outcomes, while no direct effect is detected between heterogeneity and performance outcomes. Contrary to conventional wisdom, this study found the effect of group-based rewards on participation is not always positive. The study suggests that group-based rewards could suppress participation in heterogeneous system development groups. The study concludes with a discussion of the implications of these findings for managerial practice and future research.