1. Decision Performance
Decision Quality T h e d e g re e to w h ic h a g r o u p ’s d e c is io n a g re e s w ith th e e x p e r t’s e v a lu a tio n .
Decision Time T h e tim e ta k e n b y th e g ro u p to re a c h th e fin a l d e c isio n .
2. Perceived Satisfaction
Decision Outcom e T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e ir d e c is io n is g o o d .
Decision Process T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e y a re s a tis fie d w ith th e d e c is io n p ro c e s s .
Participation T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e y h a v e e q u a lly p a rtic ip a te d in th e d e c is io n p ro c e s s . Conflict Behaviour T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e y h a v e e x p re s s e d th e ir n e g a tiv e o p in io n s o r s u g g e s tio n s . Confidence T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e y a re c o m m itte d to th e d e c is io n . Depth o f Evaluation T h e d e g re e to w h ic h g ro u p m e m b e rs p e rc e iv e th e y h a v e c ritic a lly a s s e s s e d th e p r o b le m in th e d e c is io n p ro c e s s.
Perceived Willingness The degree to which group members perceive they
to Remain in Group are willing to work with the group in future.
Perceived Overall The degree to which group members perceive they
Satisfaction are satisfied with the overall decision making exercise.
Perceived Usefulness The degree to which group members perceive they
of GDSS to Task find the GDSS useful to their decision task
Perceived Effectiveness The degree to which group members perceive they
of GDSS compared to find GDSS more effective for their decision task when
Face-to-Face compared to a face-to-face meeting.
3.4 Research Hypotheses
As outlined above, the theoretical framework of this study is based on the input- process-output scheme proposed by Nunamaker, et al. (1993) and further developed by drawing from two relevant theoretical perspectives: adaptive structuration theory and functional perspective on group decision making. This framework suggests that different task structures will generate different decision requirements for the decision group and because of these different requirements, decision groups will use GDSS differently so as to meet these requirements. This will result in a different pattern of communication interaction across different task structures and this in turn will result in different decision outcomes. Based on this theoretical framework, it is hypothesised that GDSS effects will be different across different decision task structures and the differences can be analysed by studying the patterns of group communication among decision group members.
The study involves the manipulation of two independent variables: computer support (GDSS support versus face-to-face meeting) and task structure (additive, disjunctive
and conjunctive) in an experiment. Three categories of dependent variables are measured. They are (1) patterns of group communication in decision making processes and (2) decision quality and time and (3) perceived satisfaction with decision outcome, process and group. ‘Patterns of group communication’ is measured by nine variables. ‘Decision quality’ is measured by two variables and ‘perceived satisfaction’ is measured by ten variables. Altogether twenty one variables are collected.
Twenty-one pairs of hypotheses arise from the research framework. The first in each pair posits that there is a significant difference with respect to each of the dependent variables, between GDSS and non-GDSS groups. If the hypothesis is accepted, it implies that there is a significant difference between GDSS and non-GDSS groups on the dependent variable. The second in each pair of hypotheses posits that there is a significant interaction effect between the GDSS support and task structures with respect to each of the dependent variables. If the hypothesis is accepted, it implies that the effect of GDSS support on the dependent variable is varied as a function of different task structures. The second pair of hypotheses are appropriate to only eighteen of the twenty-one dependent variables because three of them only apply to the GDSS groups. The following hypotheses have been formulated to be tested in this study:
GROUP OUTCOME
Decision Quality:
HI a: There is a significant difference between the decision quality of GDSS groups and non-GDSS groups.
Hlb: There is a significant interaction effect between the decision quality of GDSS groups and non-GDSS groups across different task structures.
Decision Time:
H2a: There is a significant difference between the decision time of GDSS groups and non-GDSS groups.
H2b: There is a significant interaction effect between the decision time of GDSS groups and non-GDSS groups across different task structures.
PATTERNS OF GROUP COMMUNICATION
Decision Proposals:
H3a: There is a significant difference between the number of decision proposals in the decision making process of GDSS groups and non-GDSS groups.
H3b: There is a significant interaction effect between the number of decision proposals in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Support Arguments:
H4a: There is a significant difference between the number of support arguments in the decision making process of GDSS groups and non-GDSS groups.
H4b: There is a significant interaction effect between the number of support arguments in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Clarifications:
H5a: There is a significant difference between the number of clarifications in the decision making process of GDSS groups and non-GDSS groups.
H5b: There is a significant interaction effect between the number of clarifications in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Critical Arguments:
H6a: There is a significant difference between the number of critical arguments in the decision making process of GDSS groups and non-GDSS groups.
H6b: There is a significant interaction effect between the number of critical arguments in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Queries:
H7a: There is a significant difference between the number of queries in the decision making process of GDSS groups and non-GDSS groups.
H7b: There is a significant interaction effect between the number of queries in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Procedure Related Comments:
H8a: There is a significant difference between the number of procedure related comments in the decision making process of GDSS groups and non-GDSS groups.
H8b: There is a significant interaction effect between the number of procedure related comments in the decision making process of GDSS groups and non- GDSS groups across different task structures.
Other Unrelated Comments:
H9a: There is a significant difference between the number of other unrelated comments in the decision making process of GDSS groups and non-GDSS groups.
H9b: There is a significant interaction effect between the number of other unrelated comments in the decision making process of GDSS groups and non-GDSS groups across different task structures.
Total Comments:
HlOa: There is a significant difference between the total number of comments in the decision making process of GDSS groups and non-GDSS groups.
HI Ob: There is a significant interaction effect between the total number of comments in the decision making process of GDSS groups and non-GDSS groups across different task structures.
System Related Comments:
HI la: There is a significant difference between the number of system related comments in the decision making process across different task structures.