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Group Process and Conflict in System Development

Author

Listed:
  • Daniel Robey

    (Department of Decision Sciences and Information Systems, Florida International University, University Park, Miami, Florida 33199)

  • Dana L. Farrow

    (Department of Management and International Business, Florida International University, University Park, Miami, Florida 33199)

  • Charles R. Franz

    (Department of Management, University of Missouri, Columbia, Missouri 65211)

Abstract

Information system development projects engage organizational members in a process with potential for conflict. Managing such conflicts in project groups is an important but often neglected aspect of systems development. This research assesses group process during the development of an information system in an insurance company, using questionnaires, recorded transcripts of group meetings, interviews, and archival data. We describe the relationships among four variables in a model of conflict---participation, influence, conflict, and conflict resolution---at five different periods over a 22-month period. Our results show that in every time period participation positively affected influence and that influence positively affected both conflict and conflict resolution. These findings are supported by an analysis of communication patterns within four project meetings and by qualitative data collected during the project. The practical implications of conflict and group processes in system development are discussed.

Suggested Citation

  • Daniel Robey & Dana L. Farrow & Charles R. Franz, 1989. "Group Process and Conflict in System Development," Management Science, INFORMS, vol. 35(10), pages 1172-1191, October.
    • Handle: RePEc:inm:ormnsc:v:35:y:1989:i:10:p:1172-1191
    DOI: 10.1287/mnsc.35.10.1172
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    Cited by:

    1. Brantnell, Anders & Baraldi, Enrico, 2022. "Understanding the roles and involvement of technology transfer offices in the commercialization of university research," Technovation, Elsevier, vol. 115(C).
    2. Laurie J. Kirsch, 2004. "Deploying Common Systems Globally: The Dynamics of Control," Information Systems Research, INFORMS, vol. 15(4), pages 374-395, December.
    3. Jong Uk Kim & Rajiv Kishore, 2019. "Do we Fully Understand Information Systems Failure? An Exploratory Study of the Cognitive Schema of IS Professionals," Information Systems Frontiers, Springer, vol. 21(6), pages 1385-1419, December.
    4. Namjun Cha & Junseok Hwang & Eungdo Kim, 2020. "The optimal knowledge creation strategy of organizations in groupthink situations," Computational and Mathematical Organization Theory, Springer, vol. 26(2), pages 207-235, June.
    5. Pierre Berthon & Leyland Pitt & Michael Ewing & Christopher L. Carr, 2002. "Potential Research Space in MIS: A Framework for Envisioning and Evaluating Research Replication, Extension, and Generation," Information Systems Research, INFORMS, vol. 13(4), pages 416-427, December.
    6. Gregory D. Moody & Laurie J. Kirsch & Sandra A. Slaughter & Brian Kimball Dunn & Qin Weng, 2016. "Facilitating the Transformational: An Exploration of Control in Cyberinfrastructure Projects and the Discovery of Field Control," Information Systems Research, INFORMS, vol. 27(2), pages 324-346, June.
    7. Terri L. Griffith & David A. Tansik & Lehman Benson, 2002. "Negotiating Technology Implementation: An Empirical Investigation of a Website Introduction," Group Decision and Negotiation, Springer, vol. 11(1), pages 1-22, January.

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