Distributed work environment: Task structure and leadership roles in group outcomes
| dc.contributor.advisor | Nunamaker, Jay, Jr. | en_US |
| dc.contributor.author | Broneck, Katherine Louise | |
| dc.creator | Broneck, Katherine Louise | en_US |
| dc.date.accessioned | 2013-04-11T09:30:15Z | |
| dc.date.available | 2013-04-11T09:30:15Z | |
| dc.date.issued | 2005 | en_US |
| dc.identifier.uri | http://hdl.handle.net/10150/280766 | |
| dc.description.abstract | With the expansion of educational institutions and companies into global arenas, there is a growing demand for the ability to distribute information and provide systems for collaborative tasks and learning. This need for global and distance interactions has created a niche market for computer software capable of handling asynchronous communication by group members. The study explored the role of two components of online asynchronous group collaboration, specifically the effect of leadership style and task structure on asynchronous online group projects, and examined how they influence group processes and outcomes. A 3 (directive/nondirective/no leadership style) x 2 (high/low structured task) design was implemented to test groups (N = 93). Significant findings for leadership and tasks on group outcomes (e.g., satisfaction with group process, motivation, awareness and perceptions for high quality solutions by the group) were demonstrated in the study. Suggestions and future research are posited as to how asynchronous collaborative systems may need to adapt to the differences in groups regarding tasks and leadership roles. | |
| dc.language.iso | en_US | en_US |
| dc.publisher | The University of Arizona. | en_US |
| dc.rights | Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author. | en_US |
| dc.subject | Business Administration, Management. | en_US |
| dc.title | Distributed work environment: Task structure and leadership roles in group outcomes | en_US |
| dc.type | text | en_US |
| dc.type | Dissertation-Reproduction (electronic) | en_US |
| thesis.degree.grantor | University of Arizona | en_US |
| thesis.degree.level | doctoral | en_US |
| dc.identifier.proquest | 3158178 | en_US |
| thesis.degree.discipline | Graduate College | en_US |
| thesis.degree.discipline | Business Administration | en_US |
| thesis.degree.name | Ph.D. | en_US |
| dc.identifier.bibrecord | .b47906789 | en_US |
| refterms.dateFOA | 2018-08-16T01:03:40Z | |
| html.description.abstract | With the expansion of educational institutions and companies into global arenas, there is a growing demand for the ability to distribute information and provide systems for collaborative tasks and learning. This need for global and distance interactions has created a niche market for computer software capable of handling asynchronous communication by group members. The study explored the role of two components of online asynchronous group collaboration, specifically the effect of leadership style and task structure on asynchronous online group projects, and examined how they influence group processes and outcomes. A 3 (directive/nondirective/no leadership style) x 2 (high/low structured task) design was implemented to test groups (N = 93). Significant findings for leadership and tasks on group outcomes (e.g., satisfaction with group process, motivation, awareness and perceptions for high quality solutions by the group) were demonstrated in the study. Suggestions and future research are posited as to how asynchronous collaborative systems may need to adapt to the differences in groups regarding tasks and leadership roles. |
