Implementing Electronic Meeting Systems at IBM: Lessons Learned and Success Factors

Grohowski, Ron; McGoff, Chris; Vogel, Doug; Martz, Ben; Nunamaker, Jay F.

doi:10.2307/249785

Cited by 211 publications

(77 citation statements)

References 4 publications

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“…Analysis revealed a 50% reduction in person hours and a 90% cut in project cycle times over 30 projects, and a triple-digit return on their GSS investment. [34]. Boeing Corporation likewise reported more than 70% savings of labor hours, more than 90% reductions in cycle times, and a triple-digit return on investment for its use of GSS to support concurrent engineering on the 777 project [59].…”

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confidence: 99%

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The Last Research Mile: Achieving Both Rigor and Relevance in Information Systems Research

Nunamaker

Briggs

Derrick

et al. 2015

Journal of Management Information Systems

122

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From our desk chairs it may be tempting to work up an idea, build a quick prototype, test it in a lab, and say, "Our work here is done; the rest is merely details." More scholarly knowledge awaits discovery, however, by researchers who shepherd an information systems (IS) solution through the last research mile, that is, through successful transition to the workplace. Going the last research mile means using scientific knowledge and methods to address important unsolved classes of problems for real people with real stakes in the outcomes. The last research mile proceeds in three stages: proof-of-concept research to demonstrate the functional feasibility of a solution; proof-of-value research to investigate whether a solution can create value across a variety of conditions; and proof-of-use research to address complex issues of operational feasibility. The last research mile ends only when practitioners routinely use a solution in the field. We argue that going the last research mile negates the assumption that one must trade off rigor and relevance, showing it to be it a false dilemma. Systems researchers who take their solutions through the last research mile may ultimately have the greatest impact on science and society. We demonstrate the last research mile with cases from our own work and the work of others spanning more than forty years. As a professor of information systems at San Diego State University, Robert O. Briggs researches the cognitive foundations of collaboration and uses his findings to design new collaborative work practices and technologies. He is cofounder of the collaboration engineering field and co-inventor of the ThinkLets design pattern language for collaborative work processes. He has made exploratory, theoretical, experimental, and technological contributions to the areas of team productivity, technology-supported learning, ideation, creativity, consensus, satisfaction, willingness to change, and technology transition. He has designed collaboration systems and collaborative workspaces for industry, academia, government, and the military. He co-chairs the Collaboration Systems and Technology track for the Hawaii International Conference on System Sciences. He lectures worldwide on collaboration theory and practice, and on the logic of scientific inquiry. He has published more than two hundred scholarly works collaboration systems and technology, addressing issues team productivity, technology-supported learning, creativity, satisfaction, and technology transition. He earned his doctorate Management Information Systems at the University of Arizona in 1994. Air Force officer. He has extensive experience working with the Department of Defense. As a contractor and academic, he has been awarded contracts and grants totaling $39.85 Million over the last 12 years (principle investigator awards total $16.89 Million). Doug has published 41 peer-reviewed journal articles and conference proceedings. Douglas C Derrick Gerhard SchwabeGerhard Schwabe is a full professor of at the Universit...

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confidence: 99%

“…IBM [34] and Boeing Corporation [59] both worked closely with the research community on proof-of-value studies for GroupSystems. Both companies published papers detailing yearlong studies of GroupSystems use in the field that produced gains ranging from 50% to 90%.…”

Section: [Figure 5 About Here]mentioning

confidence: 99%

The Last Research Mile: Achieving Both Rigor and Relevance in Information Systems Research

Nunamaker

Briggs

Derrick

et al. 2015

Journal of Management Information Systems

122

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“…The success of GSS meetings is often attributed to specific GSS characteristics: anonymity, parallel input, and group memory Hiltz 1998-1999). Previous studies have reported a reduction in time and costs of up to 50% , Post 1993-1994, Grohowski et al 1990, Dennis et al 1999, Nunamaker et al 1997. However, some of the disadvantages of focus groups are more difficult to reduce.…”

Section: Literaturementioning

confidence: 99%

Involving users early on in the design process: closing the gap between mobile information services and their users

Kar

Hengst

2008

Electron Markets

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Designing mobile information services, including mobile Internet services, mobile banking, interactive mobile television, location-based services etc. that capture a mass market has not been easy, and there have been many disappointments over the past years. There are still uncertainties with regard to the kinds of mobile services users want and need. We argue that users wants and needs depend on their context, which means that users should play an important role in the design process of mobile information services, through a structured approach in which developers and users work together. In this paper, we present a group-based approach to include the user early on in the design process in an efficient way. We have applied the group-based approach in three cases, i.e. mobile services for campus visitors, wireless applications for the process industry and services for crisis management. In all cases, involving users early on in the design process enabled the developers to gather useful information for designing mobile information services.

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“…Under certain conditions, teams using collaboration technology attain 70-90% savings in project cycle times and cut labor hours by 50-70% while improving the quality of their work products [7,9,15,19,24]. These gains, however, were typically only realized in teams lead by expensive collaboration experts such as professional facilitators, so most teams could not attain those benefits.…”

Section: Introductionmentioning

confidence: 99%

Collaboration Engineering Methodology: Horizontal Extension to Accommodate Project and Program Concerns

Randrup

Briggs²

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Implementing Electronic Meeting Systems at IBM: Lessons Learned and Success Factors

Cited by 211 publications

References 4 publications

The Last Research Mile: Achieving Both Rigor and Relevance in Information Systems Research

The Last Research Mile: Achieving Both Rigor and Relevance in Information Systems Research

Involving users early on in the design process: closing the gap between mobile information services and their users

Collaboration Engineering Methodology: Horizontal Extension to Accommodate Project and Program Concerns

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