The authors gratefully acknowledge two anonymous reviewers, an anonymous associate editor, and the editor for their comments and suggestions that were instrumental in improving this paper.
New Product Development Decision-Making Effectiveness: Comparing Individuals, Face-To-Face Teams, and Virtual Teams*
Version of Record online: 7 JUN 2007
Volume 32, Issue 4, pages 575–600, December 2001
How to Cite
Schmidt, J. B., Montoya-Weiss, M. M. and Massey, A. P. (2001), New Product Development Decision-Making Effectiveness: Comparing Individuals, Face-To-Face Teams, and Virtual Teams. Decision Sciences, 32: 575–600. doi: 10.1111/j.1540-5915.2001.tb00973.x
- Issue online: 7 JUN 2007
- Version of Record online: 7 JUN 2007
- Computer-mediated Communication Systems;
- Multivariate Statistics;
- Product Development;
- Product Planning;
- Project Management;
- Strategic Decision Making
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.