A tale of two cities: Case studies of group support systems transition

Andrés B. Agres, Gert Jan De Vreede, Robert O. Briggs

Research output: Contribution to journalArticle

19 Scopus citations

Abstract

Research shows that, under certain circumstances, people using GSS can be substantially more productive than people who do not. However GSS has been slow to transition into the workplace. This paper argues that the Technology Transition Model (TTM) may be a useful way to explain this seeming paradox. The paper presents a case study of GSS transition in two organizations - one where a self-sustaining and growing community of users emerged, and one where it did not. Following TTM, it explores the frequency with which users perceived cognitive, economic, affective, political, social, and physical value from using the system. Comparison of the cases reveals differences in perceptions of value along several of these dimensions that are consistent with TTM. The findings suggest the model may be a useful way to explain the transition of collaboration technology, but more research will be required to test the model more rigorously.

Original languageEnglish (US)
Pages (from-to)267-284
Number of pages18
JournalGroup Decision and Negotiation
Volume14
Issue number4
DOIs
StatePublished - Jul 1 2005

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Keywords

  • Case studies
  • Electronic meeting systems technology adoption
  • Group support system
  • Qualitative research
  • Technology Transition Model
  • Technology acceptance
  • Technology diffusion
  • Technology transition

ASJC Scopus subject areas

  • Decision Sciences(all)
  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation

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