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

Edward W. Christensen, Jerry Fjermestad

Research output: Contribution to journalArticlepeer-review

10 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)351-372
Number of pages22
JournalGroup Decision and Negotiation
Volume6
Issue number4
DOIs
StatePublished - 1997

All Science Journal Classification (ASJC) codes

  • Decision Sciences(all)
  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation

Keywords

  • Group decision making
  • Group support systems
  • Strategic decision making

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