Electronic Brainstorming and Group Size.

Gallupe, R. Brent; Dennis, Alan R.; Cooper, William H.; Valacich, Joseph S.; Bastianutti, Lana M.; Nunamaker, Jay F.

doi:10.2307/256377

Cited by 522 publications

(125 citation statements)

References 20 publications

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“…They discuss ISSP with regard to its strategic relevance, factors affecting IS strategic planning, key issues in ISSP, the effects of infusion and diffusion levels, together with the effect of IS maturity on ISSP. However, the effect of operational impact Rockhart and Scott Morton (1984), Webster (1995), Ho (1996), King (1978) Economic reasons Porter and Millar (1985), Williams (1997), Talluri (2000) Organizational Gallupe et al (1992), Henderson and Venkataraman (1993), Rogerson and Fidler (1994), Maloni and Benton (1997), Brown and Eisenhardt (1998), Daniels (1998), Lockamy and Smith (1998), Teo and Ang (1999), Ang et al (2000), Werbach (2000), Andersen (2001) Technological Christiaanse and Kumar (2000), van Hooft and Stegwee (2001) Virtual enterprise in SCM Partnership Webster (1995), Skyrme (1996), Voss (1996), Lewis and Talalayevsky (1997), Zimmerman (2000) Virtual reality and supply chain Benjamin and Wigand (1995), Clarke (1998), Bal and Gundry (1999), Boardman and Clegg (2001), Bhatt and Emdad (2001), Sarkis and Sundararaj (2002) Virtual enterprise and IT Webster (1995), Clements (1997), Naylor et al (1999), Black and Edwards (2000), van Hoek (2001), Turowski (2002) E-commerce and SCM Purchasing Emmelhainz (1990…”

Section: Strategic Planning For It In Scmmentioning

confidence: 99%

Information systems in supply chain integration and management

Gunasekaran

Ngai

2004

European Journal of Operational Research

875

482

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Section: Strategic Planning For It In Scmmentioning

confidence: 99%

Information systems in supply chain integration and management

Gunasekaran

Ngai

2004

European Journal of Operational Research

875

482

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“…Free riding has been considered one of the most important process losses in understanding the effects of electronic meeting systems use on idea generation (Dennis et al 1990). While research has indeed blamed performance losses on social loafing within such teams (e.g., Dennis et al 1990Dennis et al , 1991Nunamaker et al 1991;Gallupe et al 1992;Shepherd et al 1996;Krau 2003), only one study empirically demonstrates the occurrence of this loafing dynamic within technology-supported teams (Chidambaram and Tung 2005). Shepherd et al (1996) asserted, in their empirical study comparing electronic brainstorming (EBS) groups, that invoking social comparison reduces the social loafing phenomenon.…”

Section: Influencing and Measuring Loafingmentioning

confidence: 99%

Social Loafing in Technology-Supported Teams

Suleiman

Watson

2008

Comput Supported Coop Work

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This study examines the occurrence of social loafing in technology-supported teams along with methods for diminishing loafing. A controlled laboratory experiment with a 3×2×2 factorial design is used. The independent variables -feedback, anonymity, and group size -are manipulated experimentally. It was expected that social loafing -a widely observed phenomenonwould indeed occur in technology supported teams. It was also expected that the traditional means of reducing social loafing (i.e., identifiability and feedback) within physical work environments would also have similar effects within technology-supported work environments. As expected, social loafing is found to occur in teams operating in a technology-driven realm. An unexpected finding is that social loafing is measurable only when participants are provided self-feedback. While other forms of feedback have a positive influence on productivity, they fail to reduce this phenomenon, and identifiability of group members is found to have no observable effect on social loafing.

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“…if you produce a sufficient number of ideas, there will be no problem in finding good ideas ("quantity leads to quality") [14]. Some of the following studies have confirmed this hypothesis [29,30] while other studies showed the lack of correlation between the number of ideas and their quality [31] and even the existence of a negative correlation [32].…”

Section: Research Background and Related Workmentioning

confidence: 88%

Idea assessment and selection in product innovation – the empirical research results

2016

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Original scientific paper The process of innovation takes significant resources, and therefore it is of great importance for companies to recognize the ideas with high innovation capacity as early as possible, and in a transparent manner, with the least necessary amount of expert knowledge. Current research indicates that companies often carry out the selection of ideas ad hoc or intuitively, and that only a small number of companies have defined the methods for ideas assessment and evaluation. In doing so, such problems as imprecise definition of the variables used in the evaluation process of the innovation capacities of ideas, undefined metrics and interaction variables will arise. In order to determine the practical points of view in this area, a study was conducted in the form of a survey on a representative sample of Croatian companies which have product innovation in their production program. The survey is aimed at determining what motivates companies to innovate, and the ways in which companies carry out the assessment and selection of ideas. Through a thorough study of the literature, a set of variables that are commonly used in the idea capacities assessment for product development have been defined, and the survey tried to establish the practical significance of individual variables for the participants of the process. This paper presents the results of the study. Keywords: Innovation Management; Product Development; Front-End of Innovation; Idea Management; Idea Evaluation and Selection Procjena i odabir ideja u procesu inovacije proizvoda -rezultati empirijskog istraživanjaIzvorni znanstveni članak Proces inovacija zahtjeva značajne resurse, te je stoga za tvrtke od velikog značaja da na transparentan način, uz što manje potrebnog ekspertnog znanja, čim ranije prepoznaju ideje visokog inovacijskog kapaciteta. Aktualna istraživanja ukazuju da tvrtke vrlo često provode odabir ideja ad hoc ili intuitivno, te da samo manji broj tvrtki ima definirane metode za procjenu i vrednovanje ideja. Pri tome se kao problem pojavljuje neprecizna definicija varijabli koje se koriste u procesima procjene inovativnog kapaciteta ideja, te nedefinirana metrika i međusobni utjecaj varijabli. Kako bismo utvrdili praktična stajališta u ovom području, provedeno je istraživanje u obliku ankete na reprezentativnom uzorku hrvatskih tvrtki koje u svom proizvodnom programu imaju razvoj proizvoda. Anketom se pokušalo odrediti koji su motivi tvrtki za inovacije, te na koje načine tvrtke provode procjenu i odabir ideja. Temeljitim proučavanjem literature, detektiran je skup varijabli koje se najčešće koriste u procjeni kapaciteta ideja za razvoj proizvoda, te se anketom pokušao ustanoviti praktičan značaj pojedinih varijabli za sudionike procesa. U ovom radu prikazani su rezultati provedenog istraživanja.Ključne riječi: priprema razvoja proizvoda; procjena i odabir ideja; razvoj proizvoda; upravljanje idejama; upravljanje inovacijama

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Electronic Brainstorming and Group Size.

Cited by 522 publications

References 20 publications

Information systems in supply chain integration and management

Information systems in supply chain integration and management

Social Loafing in Technology-Supported Teams

Idea assessment and selection in product innovation – the empirical research results

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