Starr Roxanne Hiltz, Donna Dufner, Jerry Fjermestad, Youngjin Kim,
Rosalie Ocker, Ajaz Rana, and Murray Turoff
New Jersey Institute of Technology
Book chapter for: Olsen, B.M., Smith, J.B. and Malone, T., eds.,
Coordination Theory and Collaboration Technology, Hillsdale NJ: Lawrence
Erlbaum Associates, 1996.
Copyright, 1996
ABSTRACT
1. Theoretical Foundations and Integration
2. Facilities Development
3. The First Five Experiments
3.1 The Effects of Voting Tools and Sequential Procedures for a Preference Task
3.1.1. Procedures and Experimental Design
3.1.2. Hypotheses and Selected Results
3.2. Effects of Decision Approach and Experience on Planning Tasks
3.2.1. Procedures and Experimental Design
3.2.2. Selected Hypotheses and Results
3.3. Effects of Mode and Structure for a Creative Task: Distributed Software Design Teams
3.3.1. Variables and Major Hypotheses
3.3.2. Procedures
3.3.3. Major findings
3.3.4.Conclusions
3.4. Effects of Question and Polling Activities on an Intellective Task: Supporting the Peer Review Process
3.4.1. Procedures
3.4.2. Hypotheses
3.4.3. Selected Findings and Conclusions
3.5. Effects of Parallel vs. Sequential Procedures and of a Designated Leader for an Intellective/Mixed (Stock Selection) Task
3.5.1 Experimental Design and Procedures
3.5.2. Major Hypotheses and Findings
3.5.3. Discussion
4. Summary and Conclusions
5. The Present and the Future
* Providing a “non linear agenda” that allows the individual members of the group to focus on the contributions that each can best make, independent of the work of other members of the group at that moment in time (Turoff, 1991).
* Allowing a group to tailor the relationships structure of comments to fit the application domain as they perceive it. This can only be done by freeing fixed comment relationship structures to provide a full collaborative Hypertext capability (Turoff, Rao, & Hiltz, 1991; Rao & Turoff, 1990).
* Providing “reciprocal” coordination structures (Turoff & Hiltz, 1993) which will be able to check on consistency and agreement at the group level and inform participants when they need to reconsider their inputs based upon more recent contributions of others.
* The need for enhanced creativity in the design process.
* Greater understanding of requirements between users and designers (e.g. experts who sometimes speak different languages)
* The planning of projects and efforts.
* Complex project management, which includes the tracking and monitoring of what has been accomplished, the detection of potential problems and the handoff and coordination of work between different individuals and sub-groups.
ACKNOWLEDGMENTS:
REFERENCES