GroupSystems 4.0: an electronic meeting system

Author(s):  
W.B. Martz
1990 ◽  
Vol 7 (1) ◽  
pp. 85-100 ◽  
Author(s):  
George K. Easton ◽  
Joey F. George ◽  
Jay F. Nunamaker ◽  
Mark O. Pendergast

Author(s):  
Axel Guicking ◽  
Peter Tandler ◽  
Thomas Grasse

The increasing availability of mobile devices in today’s business contexts raises the demand to shift the focus of groupware framework design. Instead of solely focusing on functional requirements of specific application domains or device characteristics, nonfunctional requirements need to be taken into account as well. Flexibility concerning the integration of devices and tailorability of the framework according to different usage contexts is essential for addressing device heterogeneity. Besides flexibility, in order to support the development of real-world applications involving heterogeneous devices, robustness and scalability concerns have to be addressed explicitly by the framework. This article presents Agilo, a groupware framework for synchronous collaboration. The framework incorporates approaches addressing flexibility, robustness, and scalability issues. The combination of these concerns makes it suitable for development of collaborative applications involving up to hundreds of users. As an example application, a commercial electronic meeting system is presented by illustrating typical usage scenarios, explaining applicationspecific requirements and describing the system design.


1997 ◽  
Vol 14 (3) ◽  
pp. 165-178 ◽  
Author(s):  
Michiel Van Genuchten ◽  
Wieger Cornelissen ◽  
Cor Van Dijk

Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an Electronic Meeting System (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher-order needs and values and by developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments, in turn, caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments, in turn, caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership in the electronic context are discussed.


1989 ◽  
Vol 6 (3) ◽  
pp. 25-43 ◽  
Author(s):  
Douglas R. Vogel ◽  
Jay F. Nunamaker ◽  
William Benjamin Martz ◽  
Grohowski Ronald ◽  
Christopher McGoff

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