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New Product Development Decision‐Making Effectiveness: Comparing Individuals, Face‐To‐Face Teams, and Virtual Teams *
Author(s) -
Schmidt Jeffrey B.,
MontoyaWeiss Mitzi M.,
Massey Anne P.
Publication year - 2001
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.2001.tb00973.x
Subject(s) - new product development , knowledge management , virtual team , team effectiveness , product (mathematics) , computer science , face to face , order (exchange) , work (physics) , process management , business , marketing , engineering , mechanical engineering , philosophy , geometry , mathematics , epistemology , finance
A total of 411 subjects participated in two decision‐making experiments in order to examine the effectiveness of new product development project continuation decisions. Using escalation of commitment theory, in Study 1, individual versus face‐to‐face team decision‐making effectiveness was compared. Study 2, an extension of Study 1, compared the new product development decision‐making effectiveness of individuals, face‐to‐face teams, and virtual teams. A virtual team is a geographically and temporally dispersed and electronically communicating work group. In Study 2, the virtual teams communicated asynchronously via groupware technology. Our findings suggest that teams make more effective decisions than individuals, and virtual teams make the most effective decisions.