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Electronic Meeting Systems: Evidence from a Low Structure Environment

Author

Listed:
  • Poppy Lauretta McLeod

    (School of Business Administration, University of Michigan, Ann Arbor, Michigan 48109-1234)

  • Jeffrey K. Liker

    (Industrial and Operations Engineering, University of Michigan, Ann Arbor, Michigan 48109)

Abstract

The research literature to date on electronic meeting systems (EMS) has been dominated by studies of high structure systems. High and low structure are defined here in terms of the preponderance of influence that technology and groups exert on each other. High structure EMS attempt to directly influence group structure and processes through explicit rules and procedures embedded in the software. Low structure EMS do not explicitly build in rules or procedures that govern group interaction. Low structure EMS are hypothesized to increase task focus through the use of shared flexible software tools and shared views of joint work. Results of two experiments, that compare low structure EMS-supported groups to manually-supported groups on equality of participation, degree of task focus, task performance and member satisfaction, for two different tasks, are reported. The experiments found that this low structure EMS had no effect on participation equality or member satisfaction. Contrary to the hypotheses, the EMS was found to decrease task focus. The EMS led to marginally better task performance on a simple evaluative task, and to worse performance on a complex generative task. A revision of the study's theoretical model is developed which takes into account the nature of the task.

Suggested Citation

  • Poppy Lauretta McLeod & Jeffrey K. Liker, 1992. "Electronic Meeting Systems: Evidence from a Low Structure Environment," Information Systems Research, INFORMS, vol. 3(3), pages 195-223, September.
    • Handle: RePEc:inm:orisre:v:3:y:1992:i:3:p:195-223
    DOI: 10.1287/isre.3.3.195
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    Citations

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    Cited by:

    1. Sajda Qureshi & Doug Vogel, 2001. "Adaptiveness in Virtual Teams: Organisational Challenges and Research Directions," Group Decision and Negotiation, Springer, vol. 10(1), pages 27-46, January.
    2. Edward Christensen & Jerry Fjermestad, 1997. "Challenging Group Support Systems Research: The Case for Strategic Decision Making," Group Decision and Negotiation, Springer, vol. 6(4), pages 351-372, July.
    3. Seow, Poh-Sun, 2011. "The effects of decision aid structural restrictiveness on decision-making outcomes," International Journal of Accounting Information Systems, Elsevier, vol. 12(1), pages 40-56.
    4. Youngjin Kim & Starr Roxanne Hiltz & Murray Turoff, 2002. "Coordination Structures and System Restrictiveness in Distributed Group Support Systems," Group Decision and Negotiation, Springer, vol. 11(5), pages 379-404, September.
    5. Pamela J. Hinds & Mark Mortensen, 2005. "Understanding Conflict in Geographically Distributed Teams: The Moderating Effects of Shared Identity, Shared Context, and Spontaneous Communication," Organization Science, INFORMS, vol. 16(3), pages 290-307, June.
    6. Mi, Hwang, 1998. "Did Task Type Matter in the Use of Decision Room GSS? A Critical Review and a Meta-analysis," Omega, Elsevier, vol. 26(1), pages 1-15, February.

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