A Study of Interaction and Consensus in Different Sized Groups

Hare, A. Paul

doi:10.2307/2088071

Cited by 170 publications

(64 citation statements)

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“…We found a negative, nonsignificant correlation between the average number of participants (4 th column in Table 12) and the average score of these participants' attitude towards DSMs (Figure 7) (Spearman ρ = −0.33, p = 0.29). This finding is consistent with research on group size, which indicates that the smaller the group, the more likely participants are satisfied with the group meeting (Hare, 1952). We found a positive, mostly nonsignificant correlation between the number of participants and duration in Beta (Β1: ρ = 0.35, p = 0.23; Β2: ρ = 0.32, p = 0.17, Β3: ρ = 0.60, p = 0.02).…”

Section: P1a: Low Level Of Knowledge Redundancy Negatively Affects Thsupporting

confidence: 90%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

100

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Context: The daily stand-up meeting is one of the most used agile practices but has rarely been the subject of empirical research. Aim: The present study aims to identify how daily stand-up meetings are conducted and what the attitudes towards them are. Method: A grounded theory study of the daily stand-up meeting was conducted with twelve software teams in three companies in Malaysia, Norway, Poland and the United Kingdom. We interviewed 60 people, observed 79 daily stand-up meetings and collected supplementary data. Results: The factors that contributed the most to a positive attitude towards the daily stand-up meeting were information sharing with the team and the opportunity to discuss and solve problems. The factors that contributed the most to a negative attitude were status reporting to the manager and spending too much time; both the frequency and duration of the meeting were perceived to be too much. Based on our results, we developed a grounded theory of daily stand-up meetings and proposed evidencebased guidelines on how to organize them. Conclusion: Organizations should be aware of the factors that may affect attitude towards daily stand-up meetings and should consider our proposed guidelines to improve the way the meetings are conducted.

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Section: P1a: Low Level Of Knowledge Redundancy Negatively Affects Thsupporting

confidence: 90%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

100

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“…As size increases, the likelihood of reaching group consensus decreases (Hare, 1952). 7. Intimacy and affectional ties between group members decreases as the group size increases (Hare, 1962).…”

Section: Review Of the Behaviofal Stieir:e Literaturementioning

confidence: 99%

Manageable Group Sizes in Large Shelters

Bend¹,

Erskine²,

Shively³

1963

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“…The resulting organizational form is known as the distributed team (i.e., work teams that use technology to communicate with one or more geographically remote members) [5]. The word virtual team was originally used to describe teams that conduct meetings in electronic meeting spaces, but the concept has evolved to apply to geographically dispersed teams using a gamut of collaboration technologies including teleconferencing [6]-- [10]. Communication in "virtual teaming may be as elaborated as a 3-D rendered electronic environment or as mundane as a conference call" [5, p. 6].…”

Section: Introductionmentioning

confidence: 99%

Team Size and Technology Fit: Participation, Awareness,and Rapport in Distributed Teams

Bradner

Mark

Hertel

2005

IEEE Trans. Profess. Commun.

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Abstract-In this paper we investigate the effects that team size has on geographically distributed team behavior and technology choice. We report results from a survey of distributed team members conducted within a large, multi-national technology manufacturing organization. Responses indicate that members of smaller teams participated more actively on their team, were more committed to their team, were more aware of the goals of the team, had greater awareness of other team members, and were in teams with higher levels of rapport. Larger teams are more conscientious than smaller teams in preparing meeting agendas. Team size was also associated with different technology choice: larger teams adopted technology to support the coordination of asynchronous work, while smaller teams adopted technology that primarily supported collaboration. We discuss the implications of distributed team size for team performance and technology adoption.

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A Study of Interaction and Consensus in Different Sized Groups

Cited by 170 publications

References 0 publications

The daily stand-up meeting: A grounded theory study

The daily stand-up meeting: A grounded theory study

Manageable Group Sizes in Large Shelters

Team Size and Technology Fit: Participation, Awareness,and Rapport in Distributed Teams

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