The impact of information technology on the structuring processes of task-oriented groups

Task-oriented groups have two problems to solve: structuring themselves and accomplishing their objective. The process of group structure development consists of three stages: (1) dependency and inclusion, (2) counterdependency and control, and (3) trust and structure, which are characterized by: (1) tentativeness concerning rules and roles, (2) concerns with responsibility and influence, and (3) negotiations regarding procedures and roles. Use of IT could potentially influence group development: if IT defines roles in the group, interaction in the first stage could change, if IT enhances members' ability to perform a role, interaction in the third stage could change. This prediction was tested using a lab experiment. The results were, for the most part, statistically insignificant. Members of groups with role assignments felt they were completing the task less appropriately, and initially felt less trust in other group members. Availability of a technology tool affected the choice of central person in the group hierarchy. Role assignments initially affected the choice of central person and detrimentally affected groups' ability to organize.;Future research can separate the group organization objective from the task completion objective using this experiment. Managers should be careful when giving role assignments to groups: if the assignments are inconsistent with the incentives of the group, the group is likely to attempt to change their structure. If the group does not change their structure, their work is likely to be less effective and their trust in peers is likely to be lower. If technology is given that is perceived to be useful to the group, they are likely to adapt their structure to the use of the technology and their work is likely to be more effective.