Group Performance in Information Systems Project Groups: An Empirical Study

Bahli, Bouchaïb; Buyukkurt, Meral Demirbag

doi:10.28945/267

Cited by 19 publications

(18 citation statements)

References 47 publications

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“…In this study, group efficacy (from the first category) and perceived loafing (from the latter category) are posited to have direct effects on group outcomes. In addition, consistent with past studies (e.g., Bahli & Büyükkurt, 2005; Jones & Harrison, 1996; Yoo & Alavi, 2001), group cohesion is examined as a determinant of group effectiveness.…”

Section: Research Hypothesesmentioning

confidence: 88%

An Empirical Examination of Factors Affecting Group Effectiveness in Information Systems Projects

Hasan

Ali

2007

Decision Sci J Innov Edu

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Although group project concepts and skills have become a major component in most information systems (IS) academic programs, very little research has attempted to examine factors that may improve or undermine effectiveness of IS group projects. Accordingly, based on relevant literatures, this study develops and empirically tests a model of factors affecting IS group project effectiveness. The research model posits that group cohesion and group efficacy will have positive effects on group effectiveness (project success and expected impact), whereas perceived loafing is expected to have a negative effect on IS group effectiveness. Data collected from 104 students working in 29 groups to complete semester-long projects in two IS courses revealed that group efficacy had positive impact on group effectiveness and perceived loafing demonstrated a partial effect. Contrary to expectations, the impact of group cohesion was nonsignificant. These results could be useful in evaluating groups' potential for success and creating conditions conducive to enhancing effectiveness and success of IS student group projects.

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Section: Research Hypothesesmentioning

confidence: 88%

An Empirical Examination of Factors Affecting Group Effectiveness in Information Systems Projects

Hasan

Ali

2007

Decision Sci J Innov Edu

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“…The perceptual or subjective approach relies on the group's perception of their team performance and is based on items such as our group is very productive, we work well as a team, and the quality of our work is very good. 37 Table 2 classifies the 2 approaches.…”

Section: Software Team Performance Measurementmentioning

confidence: 99%

The connections between group maturity, software development velocity, and planning effectiveness

Al-Sabbagh

Gren

2017

J Software Evolu Process

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Empirical evidence regarding the connection between group development (maturity) and the success of software development teams is lacking. The purpose of this research is to gain a qualitative and quantitative understanding of how velocity and planning effectiveness of software teams connect to a group development model. The Group Development Questionnaire was given to 19 software developers from 4 work groups to assess their group development maturity. The work groups' responses to the survey were checked for correlation with development velocity and planning effectiveness. Semistructured interviews were conducted with 16 individuals from the same 4 work groups to explore issues about their group maturity and to validate the responses of the interviewees in the Group Development Questionnaire. The measurement of the fourth stage of group development had a strong association with the planning effectiveness measurement, which means that a team with less issues in the fourth phase of group development is more effective in adhering to its plans. On the other hand, group development and velocity showed no significant convergent validity. We conclude that the dynamics within software development teams might correlate to their ability to deliver the expected outcome as planned but not to their ability to develop tasks faster. KEYWORDSgroup maturity, software engineering, velocity, planning effectiveness, performance INTRODUCTIONGroups, like humans, move through successive phases; they tend to advance and regress. 1 A group is sometimes defined as 3 or more members that interact with each other to perform a number of tasks and achieve a set of common goals. 2 A team, on the other hand, has developed both the goals and the means to achieve these tasks effectively. 3 The emphasis on the importance of arranging work in a group form emerged, in part, from the growing awareness of the role of groups in facilitating or blocking individual and organizational effectiveness, and more work can be achieved in well-functioning teams than dividing work to individuals only. 4 As a result, organizations are counting on teams as the main asset for accomplishing goals. 5 Group development can be defined as the process in which a group navigates a number of stages until it becomes a mature team. Consequently, the term "group maturity" refers to the level of development a group has acquired over the course of its lifespan. Wheelan et al 3 reported that 83%of teams that were assessed in a study were found to be work groups without effective means to reach their common goals. A team, therefore, is here defined as one that has successfully navigated the earlier stages of group development and has emerged as a mature, high performing unit capable of achieving common goals. 6 The work of Susan Wheelan on group development research helped determine the common threads among group development models and postulate the basis for the Integrated Model of Group Development (IMGD). In this model, a group is believed to go through 5 successive ...

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“…We do not know from previous research if there is a relationship between social orientation and performance. However, empirical evidence suggests that while team performance is positively influenced by task cohesion in teams, no effect of social cohesion on performance could be found (Bahli and Buyukkurt, 2005). As task and social cohesion are similar concepts to task and social orientation of teams, it is likely that task orientation is positively related to team performance but not to social orientation.…”

Section: H11: Social and Task Orientationmentioning

confidence: 99%

Team Climate and Media Choice in Virtual Teams

Figl

Saunders²

2011

THCI

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As work teams become more distributed, effective computer-mediated communication is increasingly impacting their performance. This study investigates how team climate influences communication frequency among team members and their use of different communication media. Data were collected in two information systems courses offered at an Austrian university in which 50 student teams developed web-based applications and conducted usability tests. A team climate framework based on task and social orientation was used to assess the teams' performance and communication patterns. We found that both task and social dimensions of team climate were positively related to higher communication frequency as well as objective and subjective performance. Among other things, the results suggest that a task-oriented climate is especially linked to the use of e-mail, while social orientation is linked to the use of face-to-face meetings. We also found differences in communication patterns and performance across four different types of team climates (fully functioning, cozy, cold, and dysfunctional). The results underscore the importance of both task and social dimensions for a team to perform well. Our study contributes to both the academic literature that investigates factors affecting media choice and the practitioner literature that examines how to manage virtual teamwork effectively.

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Group Performance in Information Systems Project Groups: An Empirical Study

Cited by 19 publications

References 47 publications

An Empirical Examination of Factors Affecting Group Effectiveness in Information Systems Projects

An Empirical Examination of Factors Affecting Group Effectiveness in Information Systems Projects

The connections between group maturity, software development velocity, and planning effectiveness

Team Climate and Media Choice in Virtual Teams

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