Challenging Group Support Systems Research: The Case for Strategic Decision Making

Edward Christensen and Jerry Fjermestad
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Edward Christensen: Monmouth University
Jerry Fjermestad: New Jersey Institute of Technology

Group Decision and Negotiation, 1997, vol. 6, issue 4, No 5, 372 pages

Abstract: Abstract Strategic decision making (SDM) often occurs in groups that can benefit from the use of group support systems (GSS). However, no comprehensive review of this logical intersection has been made. We explore this intersection by viewing GSS research through the lens of SDM. First, SDM is broadly characterized and a model of GSS-mediated SDM is produced. Second, we review empirical GSS research linking these findings to the characteristics of SDM. We conclude that GSS research has not produced sufficient knowledge about group history, heterogeneity, member experience, task type, time pressure, technology or tool effects, and decision consensus for a favorable evaluation of SDM in GSS groups. SDM in GSS groups challenges researchers to study the effects of group processes such as those just mentioned in a context that involves ongoing and established groups, political activity, and a multiplicity of tasks.

Keywords: Group support systems; group decision making; strategic decision making (search for similar items in EconPapers)
Date: 1997
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DOI: 10.1023/A:1008664812184

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