Development of computer-based information systems: A communication framework
ACM SIGMIS Database
A field study of the software design process for large systems
Communications of the ACM
Rethinking the concept of user involvement
MIS Quarterly
A discrepancy model of end-user computing involvement
Management Science
Discourse analysis for knowledge acquisition: the coherence method
Journal of Management Information Systems
Managing I/S design teams: a control theories perspective
Management Science
A retrospective look at PD projects
Communications of the ACM - Special issue Participatory Design
Inside a software design team: knowledge acquisition, sharing, and integration
Communications of the ACM
Explaining the role of user participation in information system use
Management Science
Coordination in software development
Communications of the ACM
IS project team performance: an empirical assessment
Information and Management
Semantic Structuring in Analyst Acquisition and Representation of Facts in Requirements Analysis
Information Systems Research
Coordinating Expertise in Software Development Teams
Management Science
Journal of Management Information Systems
| Hi-index | 0.00 |
Although user participation has been studied over four decades, there are still many questions unanswered. This research identifies two gaps in this field: a lack of understanding of the underlying cognitive mechanisms that intervene with the information systems development (ISD) process, and a lack of understanding of knowledge structures between user participants and system developers that may shape the effectiveness of team processes. To fill up the two gaps, I propose a knowledge perspective of user participation and identify two types of knowledge interactions between user participants and system developers, knowledge acquisition and knowledge exploitation, as main team processes that mediate the relationship between user participation and team performance. In addition, I assimilate recent advances in the filed of collective cognition. Major implications of this study are that user participation may not be effective if participants cannot contribute knowledge to the ISD process, or their knowledge cannot be successfully acquired and utilized by the ISD project team; and team cognition, specified here as transactive memory systems and shared mental models, will shape the effects of knowledge interactions between users and system developers, thereby indirectly influencing the performance of the ISD project team. A theoretical model is also provided.