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The Effects of Synchronous Collaborative Technologies on Decision Making: A Study of Virtual Teams

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  • Gary Baker

    (University of Northern Iowa, USA)

Abstract

Technological advances have an ever-increasing impact on our society. Globalization and the changing structures of organizations have created virtual work groups that are distributed across space (different sites) and time. Collaboration among workers is vital to both ongoing organizational activities and project-based activities. Communication is often seen as the most important factor contributing to the success of individuals, project teams, and organizational growth. Improved connectivity together with the increase in groups and teams has resulted in increased interest in extending the usefulness of IT at the individual level to support the issues faced by dispersed teams. This study compares the performance of sixty-four virtual teams utilizing four different collaborative technologies; text-only, audio-only, text-video and audio-video. While the results of the study found no significant difference between the quality of the decisions for teams using text-only versus audio-only communication, the addition of video to audio-only communication resulted in a significant improvement in the quality of teams’ strategic decisions.

Suggested Citation

  • Gary Baker, 2002. "The Effects of Synchronous Collaborative Technologies on Decision Making: A Study of Virtual Teams," Information Resources Management Journal (IRMJ), IGI Global, vol. 15(4), pages 79-93, October.
    • Handle: RePEc:igg:rmj000:v:15:y:2002:i:4:p:79-93
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    Cited by:

    1. Kieran Mathieson, 2007. "Towards a Design Science of Ethical Decision Support," Journal of Business Ethics, Springer, vol. 76(3), pages 269-292, December.
    2. Hambley, Laura A. & O'Neill, Thomas A. & Kline, Theresa J.B., 2007. "Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 103(1), pages 1-20, May.
    3. Deanna House, 2012. "Factors that Inhibit Globally Distributed Software Development Teams," International Journal of Business and Social Research, LAR Center Press, vol. 2(6), pages 135-153, November.
    4. Gemma E Derrick & Julie Bayley, 2022. "The Corona-Eye: Exploring the risks of COVID-19 on fair assessments of impact for REF2021," Research Evaluation, Oxford University Press, vol. 31(1), pages 93-103.
    5. Sajda Qureshi & Min Liu & Doug Vogel, 2006. "The Effects of Electronic Collaboration in Distributed Project Management," Group Decision and Negotiation, Springer, vol. 15(1), pages 55-75, January.
    6. Deanna House, 2012. "Factors that Inhibit Globally Distributed Software Development Teams," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 2(6), pages 135-153, November.
    7. Qureshi, S. & Liu, M. & Vogel, D.R., 2004. "A Grounded Theory Analysis of E-Collaboration Effects for Distributed Project Management," ERIM Report Series Research in Management ERS-2004-059-LIS, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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