Group process and conflict in system development
Management Science
Technology and groups: assessments of the empirical research
Intellectual teamwork
Effects of computer experience and task complexity on attitudes of managers
Information and Management
Inside a software design team: knowledge acquisition, sharing, and integration
Communications of the ACM
Antecedents and consequences of project team cross-functional cooperation
Management Science
Computer supported self-managing teams
Journal of Organizational Computing - Special issue: organizational computing coordination and collaboration
Sequential patterns in information systems development: an application of a social process model
ACM Transactions on Information Systems (TOIS)
Relational development in computer-supported groups
MIS Quarterly
Coordinating computer-supported cooperative work: a review of research issues and strategies
Journal of the American Society for Information Science - Special issue on user-centered cooperative systems
Information acquisition in group decision making
Information and Management
Teams and Technology: Fulfilling the Promise of the New Organization
Teams and Technology: Fulfilling the Promise of the New Organization
Groups Interacting with Technology: Ideas, Evidence, Issues and an Agenda
Groups Interacting with Technology: Ideas, Evidence, Issues and an Agenda
Coordination and collective mind in software requirements development
IBM Systems Journal
Journal of Management Information Systems
An assessment of group support systems experimental research: methodology and results
Journal of Management Information Systems - Special issue: GSS insights: a look back at the lab, a look forward from the field
Journal of Management Information Systems
Perceptions of conflict and success in information systems development projects
Journal of Management Information Systems - Special section: Realizing value from information technology investment
User-developed applications: an empirical study of application quality and developer productivity
Journal of Management Information Systems
Journal of Management Information Systems
Identifying Software Project Risks: An International Delphi Study
Journal of Management Information Systems
Keeping Mum as the Project Goes Under: Toward an Explanatory Model
Journal of Management Information Systems
Perspective-driven IT talent acquisition
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Information and Management
Getting on the same page: Collective hermeneutics in a systems development team
Information and Organization
Journal of Management Information Systems
Journal of Information Science
Patch Release Behaviors of Software Vendors in Response to Vulnerabilities: An Empirical Analysis
Journal of Management Information Systems
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This study investigates the effect of varying project complexity on the group interaction processes of small information technology (IT) project teams. The projects included two complex tasks (i.e., LAN and WAN development tasks) and a less complex development task (i.e., a small business Web site development task). The study found that project complexity can affect the group interaction process. Participants reported significantly higher expectations, group integration, communication, and participation while working on less complex projects. Efforts to organize project personnel and define roles were more effective with less complex projects. Power struggles and noninvolvement remained a problem for teams regardless of project complexity. This study identifies and confirms key problem areas that can lead to project failure as IT projects become more complex. The results should interest both researchers and information systems managers, because the study is among the first to extend the common body of knowledge concerning group interaction and task complexity to IT projects.