Beyond the chalkboard: computer support for collaboration and problem solving in meetings
Communications of the ACM
A decision support system for face-to-face groups
Journal of Information Science
Facilitating group creativity: Experience with a group decision support system
Journal of Management Information Systems - Special Issue: Decision Support and Knowledge-Based Systems
A foundation for the study of group decision support systems
Management Science
Computer-based systems for cooperative work and group decision making
ACM Computing Surveys (CSUR)
“Information technology to support electronic meetings"
Management Information Systems Quarterly
“A study of influence in computer-mediated group decision making"
Management Information Systems Quarterly
“Computer support for meetings of groups working on unstructured problems: a field experiment"
Management Information Systems Quarterly
Group decision support systems: the cultural factor
ICIS '89 Proceedings of the tenth international conference on Information Systems
A test of task-technology fit theory for group support systems
ACM SIGMIS Database
International Journal of Human-Computer Studies
Evaluating decision making performance in the GDSS environment using data envelopment analysis
Decision Support Systems
The contingent effects of leadership on team collaboration in virtual teams
Computers in Human Behavior
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This research investigated the effect of a group decision support system (GDSS) and elected leadership on meetings of five-person groups. A controlled experiment that varied the form of decision support (no support, manual structure support equivalent to the GDSS structure, and GDSS support) and elected leadership (yes and no) was used to compare group decisions. Forty-eight undergraduate student groups were randomly assigned to one of the six treatment conditions of this 3×2 factorial design. The groups solved a preference task that required resolution of competing preference structures to arrive at group decisions. The level of premeeting consensus was used as a covariate. The dependent measures included postmeeting consensus, equality of influence, and influence of the leader. The major findings of this research are: • Manual groups displayed a significantly higher postmeeting consensus than GDSS groups. Elected leadership did not increase postmeeting consensus. • There was a significant correlation between equality of influence and pre-meeting consensus in GDSS groups. Groups that had high premeeting consensus seemed willing to let one member dominate the final solution. • Group support in the form of structure has potential to undermine leadership in small group meetings because leaders in manual and GDSS groups appeared to be less influential than their counterparts in baseline groups.