1. Nesma El Melligi 900021688 Dr. Dina Rateb MOIS 433
The Adoption and Use of GSS in Project Teams Toward More Participative Processes and Outcomes
Nesma El Melligi
Dr. Dina Rateb
MOIS 433

2. The Article
The Adoption and Use of GSS in Project Teams: Toward More Participative Processes and Outcomes
By: Alan R. Dennis
Monica J. Garfield
Published in MIS Quarterly, June 2003.

3. Outline Introduction Hypotheses to be tested
Previous Theory and Research
Data Sources
Analysis
Limitations
Conclusion

4. Introduction
This research focuses on how a GSS can impact project teams over time.
It is a report on a field study of six project teams (each from 6 to 8 members) from the Department of Nursing in American Medical Center (AMC)
3 used traditional meeting processes
3 used GSS

5. Previous Theory and Research
GSS :
Structural features: specific components and capabilities
Spirit: the general intent of the structural features
Participativeness
can be increased through:
Parallelism
Anonymity
Meeting memory

6. Hypotheses to be tested
H1a: if teams faithfully appropriate a GSS, work processes will be more participative.
H1b: if teams faithfully appropriate a GSS, the products they produce will reflect the more participative nature of their work processes

7. Hypotheses to be tested
H2a: project teams that use GSS will experience an initial period of turmoil in with members’ attitudes toward team performance and other team members will drop
H2b: Overtime, GSS team members’ attitudes toward team performance and other team members will increase to level at least similar to that of traditional teams.

8. Data Sources Both qualitative and quantitative data were collected
Observation and detailed notes of the meetings
Transcripts of electronic comments
Interviews for each team leader
Interviews for the VP and Director of the research

9. Data Sources Quantitative: Perceived equality Cohesiveness
Perceived effectiveness
Satisfaction
Post-study questionnaire
Importance of the four GSS structural features

10. Analysis Leadership processes Traditional: GSS:
The leader was presumed to be the director in the 3 teams.
GSS:
G1: 3 leaders (the director, a coordinator, a different member)
G2: the director after a series of challenges
G3: the director was presumed to be the leader

11. Analysis Decision processes Traditional: GSS:
The leader guided the discussions in the 3 teams.
GSS:
G1: e-communication dominated and verbal communication was only for coordination.
G2: some discussed verbally and others typed
G3: shifted to leader-led verbal discussion

12. Hypotheses Testing
H1a: if teams faithfully appropriate a GSS, work processes will be more participative.
H1b: if teams faithfully appropriate a GSS, the products they produce will reflect the more participative nature of their work processes

13. Hypotheses Testing
H2a: project teams that use GSS will experience an initial period of turmoil in with members’ attitudes toward team performance and other team members
will drop
H2b: Overtime, GSS team members’ attitudes toward team performance and other team members will increase to level at least similar to that of traditional teams.

14. Limitations Researchers’ biases
Small sample size (decrease generalizability)
Other limitations (the experiment's controls)

15. Conclusion
GSS use enables teams to turn more equal participation into more participative processes and outcomes

16. Thank You
Questions?