By Valerie I. Sessa, Sonya Prestridge, Michael E. Kossler
Geographically dispersed groups are paintings teams with individuals separated by way of time and distance. necessary to the good fortune of organisations in a world market, those groups create detailed demanding situations to powerful job functionality. This record summarizes what the $64000 literature on GDTs has to claim approximately how they need to be shaped, built, and led. it really is essentially for people charged with growing or major GDTs, for designers who give you the know-how for those groups, for running shoes who're anticipated to aid those groups advance and function, and for organizational experts referred to as in to help.
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Extra resources for Geographically Dispersed Teams: An Annotated Bibliography
Shepherd, M. , Briggs, R. , Reinig, B. , & Nunamaker, J. , Jr. (1995). Invoking social comparison to improve electronic brainstorming. Journal of Management Information Systems, 12, 155-170. Despite the fact that electronic brainstorming (EBS) teams, working anonymously, tend to outperform manual brainstorming teams and nominal teams, the anonymity provided in these teams may encourage social loafing—individuals expend less effort when their contributions are not specified. This study presented two experiments conducted to examine the potential of 48 Geographically Dispersed Teams: An Annotated Bibliography social comparison for reducing social loafing in EBS teams.
The CLTs used either a traditional whiteboard or a shared editor while GDTs used audio with the shared editor or video and audio with the shared editor. Dependent variables included group process, quality, and satisfaction measures. The researchers found that process differs between CLTs and GDTs. GDTs spend more time, on average, managing their work and clarifying what they mean than do CLTs. Regarding quality, CLTs using the shared editor performed better than GDTs using audio and the shared editor or CLTs using a whiteboard.
GSS also allowed the group members to work in parallel, which had a positive impact on performance. Finally, GSS changed the structure of group interaction, improving performance when such interaction fit the task but decreasing performance when interaction did not match the task. In terms of theory, the book’s chapters approached GSS from two perspectives. The first perspective, the more common approach, assumed that the organization is an assembly of individuals and that GSS are instruments for democracy and gain.