The effects of a group decision support system on culturally diverse and culturally homogeneous group decision making |
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| Authors: | Bonnie Daily Art Whatley Steven R. Ash Robert L. Steiner |
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| Affiliation: | aDepartment of Management, New Mexico State University, Las Cruces, NM 88003-0001, USA;bSchool of Business, Hawaii Pacific University, Honolulu, HI 96813-2713, USA;cDepartment of Business Administration, Sul Ross State University, Uvalede, TX 78801-6907, USA;dDepartment of Economics/International Business and University Statistics Center, New Mexico State University, Las Cruces, NM 88003-0001, USA |
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| Abstract: | Considerable research has been conducted over the last decade on the effects of using Group Decision Support Systems (GDSS) in group decision making. Studies have examined the influence of GDSS on such variables as group task, size, quality of decision, and satisfaction with the process. However, only a few studies have focused on the use of GDSS and its interaction with group composition. This study compared the effects of group decision making, both with and without GDSS technology, on culturally diverse and homogeneous groups. Group performance was measured by the number of non-redundant, realistic ideas and the quality of solution produced in response to posed problems. The GDSS used in the study was Vision Quest. Groups using it, regardless of cultural make up, developed a significantly higher number of non-redundant, realistic ideas than groups that did not. Furthermore, among groups using the GDSS, culturally diverse groups produced a significantly higher number of non-redundant, realistic ideas than homogeneous groups that used the GDSS. Implications for diversity management and group support research are suggested. |
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| Keywords: | Cultural diversity Electronic meetings Ethnic groups Group decision making Group problem solving Group decision support systems GDSS Multi cultural groups Small groups |
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