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Designing Multimodal BI&A Systems for Co-Located Team Interactions

2021 | European Conference On Information Systems | Citations: 0
Authors: Ruoff, Marcel; Gnewuch, Ulrich

Abstract: Teams are crucial for organizations in making data-driven decisions. However, c ... Expand

Abstract: Teams are crucial for organizations in making data-driven decisions. However, current business intelligence & analytics (BI&A) systems are primarily designed to support individuals and, therefore, cannot be used effectively in co-located team interactions. To address this challenge, we conduct a design science research (DSR) project to design a multimodal BI&A system providing touch and speech interactions that can be used effectively by teams. Drawing on the theory of effective use and existing guidelines for multimodal user interfaces, we propose three design principles and instantiate them in a software artifact. The results of a focus group evaluation indicate that enhancing the BI&A system with multimodal capabilities increases transparent interaction and facilitates effective use of the system in co-located team interactions. Our DSR project contributes novel design knowledge for multimodal BI&A systems with touch and speech modalities that facilitate effective use in co-located team interactions. Collapse

Semantic filters: field experiment co-located work

Topics: analytical information system co-located work user experience accounting affordance

Methods: design principle focus group design artifact literature study design science

Theories: theory of effective use theory of affordance
Considerations for Effective Requirements Analysis in Offshore Software Development Projects: Lessons from Multi-Method Research
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2016 | Communications of the Association for Information Systems | Citations: 0
Authors: Yadav, Vanita; Adya, Monica; Nath, Dhruv; Sridhar, Varadharajan

Abstract: Offshore software development using geographically distributed teams is an accep ... Expand

Abstract: Offshore software development using geographically distributed teams is an accepted practice in software development today. However, software development companies have largely only offshored the software development lifecycle’s coding and testing phases. However, lately, offshoring the requirements analysis (RA) phase has become increasingly viable for several reasons including the software industry’s maturation and improved communication technologies. However, successfully evaluating this highly interactive phase between geographically dispersed client and provider teams requires special considerations. In this paper, we present practical insights garnered from conducting experiments and surveys of IS professionals from the Indian software industry and from extensively examining the literature. Our findings confirm that, subject to certain best practices, one can effectively conduct RA in software projects offshore. We present these practices as lessons learned and provide related recommendations for industry and academia. Collapse

Semantic filters: field experiment co-located work

Topics: offshoring communication service infrastructure IT project requirements analysis systems development

Methods: survey experiment mixed method qualitative interview quasi experiment

Theories: control theory boundary objects theory
Use of collaborative technologies and knowledge sharing in co-located and distributed teams: Towards the 24-h knowledge factory
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2009 | Journal of Strategic Information Systems | Citations: 0
Authors: Gupta, Amar; Mattarelli, Elisa; Seshasai, Satwik; Broschak, Joseph

Abstract: The relocation of knowledge work to emerging countries is leading to an increasi ... Expand

Abstract: The relocation of knowledge work to emerging countries is leading to an increasing use of globally distributed teams (GDT) engaged in complex tasks. In the present study, we investigate a particular type of GDT working ‘around the clock’: the 24-h knowledge factory (Gupta, 2008). Adopting the productivity perspective on knowledge sharing (Haas and Hansen, 2005, 2007), we hypothesize how a 24-h knowledge factory and a co-located team will differ in technology use, knowledge sharing processes, and performance. We conducted a quasi-experiment in IBM, collecting both quantitative and qualitative data, over a period of 12 months, on a GDT and a co-located team. Both teams were composed of the same number of professionals, provided with the same technologies, engaged in similar tasks, and given similar deadlines. We found significant differences in their use of technologies and in knowledge sharing processes, but not in efficiency and quality of outcomes. We show how the co-located team and the GDT enacted a knowledge codification strategy and a personalization strategy, respectively; in each case grafting elements of the other strategy in order to attain both knowledge re-use and creativity. We conclude by discussing theoretical contributions to knowledge sharing and GDT literatures, and by highlighting managerial implications to those organizations interested in developing a fully functional 24-h knowledge factory. Collapse

Semantic filters: field experiment co-located work

Topics: virtual teamwork knowledge sharing co-located work electronic mail computer supported cooperative work

Methods: qualitative interview quasi experiment case study field experiment triangulation

Theories: socio technical theory

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Designing Multimodal BI&A Systems for Co-Located Team Interactions

Considerations for Effective Requirements Analysis in Offshore Software Development Projects: Lessons from Multi-Method Research

Use of collaborative technologies and knowledge sharing in co-located and distributed teams: Towards the 24-h knowledge factory