Les chemins de prise de décision dans les équipes à distance auto-organisées

Translated title of the contribution: Decision-making paths in self-organizing technology-mediated distributed teams

Qing Li, Robert Heckman, Kevin Crowston, James Howison, Eileen Allen, U. Yeliz Eseryel

Research output: Contribution to conferencePaperpeer-review

1 Scopus citations

Abstract

This paper investigates decision making in self-organizing technology-mediated distributed teams. This context provides an opportunity to examine how the use of technological support to span temporal and organizational discontinuities affects decision-making processes. 258 softwaremodification decision episodes were collected from the public emailing lists of six Free/Libre Open Source Software (FLOSS) projects over a span of five years. Six decision-making paths were identified as 1) short-cut decision-making path; 2) implicit-development decision-making path; 3) implicit-evaluation decision-making path; 4) normative decision-making path; 5) dynamic decision-making path; and 6) interrupted/delayed decision-making path. We suggest that the nature of the tasks and the affordances of the technology used reduce the need for explicit coordination, resulting in a broader range of possible decision processes than are observed in face-to-face groups.

Translated title of the contributionDecision-making paths in self-organizing technology-mediated distributed teams
Original languageFrench
StatePublished - 2008
Event29th International Conference on Information Systems, ICIS 2008 - Paris, France
Duration: Dec 14 2008Dec 17 2008

Conference

Conference29th International Conference on Information Systems, ICIS 2008
CountryFrance
CityParis
Period12/14/0812/17/08

Keywords

  • Decision Making Path
  • FLOSS
  • Free/Libre Open Source Software
  • Group Decision Making
  • Self-Organizing Technology-Mediated Distributed Team

ASJC Scopus subject areas

  • Information Systems

Fingerprint Dive into the research topics of 'Decision-making paths in self-organizing technology-mediated distributed teams'. Together they form a unique fingerprint.

Cite this