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found that asynchronously interacting groups
through CMCS tend to be more task-oriented and,
therefore, generate a lower level of consensus than
face-to-face communication groups. This suggests
that the influence of leadership on consensus in
dispersed groups should be significant, because
asynchronous interaction through CMCS requires
more structure in order to coordinate its activities
(Turoff et al., 1993).
With regard to the communication mode, the
sequential communication mode is likely to show
a higher level of consensus, because it provides a
more focused interaction than the parallel com-
munication mode. In interacting through CMCS,
where social presences already are missing, groups
interacting in the parallel communication mode,
by allowing discussion on all topics, may have
difficulty maintaining group cohesion (Turoff et
al., 1993), which easily could lead to a low level
of consensus.
time, participation is expected to be less equal
with the parallel communication mode, because
when group members are allowed to discuss any
of the topics when they see them, individuals
may speak with greater frequency and for longer
periods of time.
H4a: Participation will be more equal in groups
with a leader than in groups without a leader.
H4b: Participation will be more equal in se-
quential communication groups than in parallel
communication groups.
satisfaction with the decision
process
Satisfaction refers to morale, loyalty, or any other
manifestation of individual contentment with
group outcomes and processes. It is important to
measure the level of satisfaction, because it clearly
is related to group consensus, productivity, gen-
eral performance, and effectiveness. Satisfaction
also includes attitudinal changes, either positive
or negative, toward GSS and the willingness of
members to work again.
Findings on satisfaction with the decision
process in GSS-supported groups are mixed.
Some research results report higher satisfaction
with the decision processes in GSS-supported
groups (Easton, George, Nunamaker, & Pend-
ergast, 1990). In other studies, however, either
no difference or lower satisfaction is found in
GSS-supported groups (Chidambaram & Jones,
1993). Findings on the impact of a group leader
on satisfaction with the decision process also are
inconsistent. While George et al. (1990) find no
impact, Hiltz et al. (1991) and Tan et al. (1999)
observe that satisfaction with the decision process
is significantly higher in groups with leaders.
H3a: Groups with a leader will show a higher
level of consensus than groups without a group
leader.
H3b: Sequential communication groups will
show a higher level of consensus than parallel
communication groups.
participation
One or a small number of individuals generally
dominate a discussion when there is unsupported
group interaction. This may lead to lower deci-
sion quality and less effective group performance
(Hiltz et al., 1991; Tan et al., 1999). GSS generally
can ensure equal participation (Fjermestad, 2004).
This is because GSSs diminish the potential for
dominance by an informal leader by filtering
out certain interpersonal cues and regulating
the frequency and duration of speaking, which is
linked empirically to the emergence of an infor-
mal leader (Culnan & Markus, 1987). Therefore,
group leadership in GSS is likely to have a posi-
tive influence on equal participation. At the same
H5a: Satisfaction with the decision process will
be higher in groups with a leader than in groups
without a leader.
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