The effects of information technology project complexity on group interaction

    Authors

    T. L. Roberts; P. H. Cheney; P. D. Sweeney;R. T. Hightower

    Comments

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    Abbreviated Journal Title

    J. Manage. Inform. Syst.

    Keywords

    group interaction; group process; project complexity; project; management; technical projects; GROUP SUPPORT-SYSTEMS; STRATEGIC DECISION-MAKING; TASK COMPLEXITY; INTRAGROUP CONFLICT; TEAM PERFORMANCE; WORK; TIME; KNOWLEDGE; PARADOX; CONTEXT; Computer Science, Information Systems; Information Science & Library; Science; Management

    Abstract

    This study investigates the effect of varying project complexity on the group interaction processes of small information technology (IT) project teams. The projects included two complex tasks (i.e., LAN and WAN development tasks) and a less complex development task (i.e., a small business Web site development task). The study found that project complexity can affect the group interaction process. Participants reported significantly higher expectations, group integration, communication, and participation while working on less complex projects. Efforts to organize project personnel and define roles were more effective with less complex projects. Power struggles and noninvolvement remained a problem for teams regardless of project complexity. This study identifies and confirms key problem areas that can lead to project failure as IT projects become more complex. The results should interest both researchers and information systems managers, because the study is among the first to extend the common body of knowledge concerning group interaction and task complexity to IT projects.

    Journal Title

    Journal of Management Information Systems

    Volume

    21

    Issue/Number

    3

    Publication Date

    1-1-2004

    Document Type

    Review

    Language

    English

    First Page

    223

    Last Page

    247

    WOS Identifier

    WOS:000226703000008

    ISSN

    0742-1222

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