TY - GEN
T1 - Leadership in partially distributed emergency response software development teams
AU - Plotnick, Linda
AU - Hiltz, Starr Roxanne
AU - Ocker, Rosalie
AU - Rosson, Mary Beth
N1 - Copyright:
Copyright 2014 Elsevier B.V., All rights reserved.
PY - 2008
Y1 - 2008
N2 - Emergency response and preparedness teams that are inter-organizational or international often work together in partially distributed teams (PDTs). A PDT has at least one collocated subteam and at least two subteams that are geographically distributed. Leadership configuration and behaviors present unique challenges in PDTs. This paper describes preliminary results of an initial field experiment with international student teams undertaken to examine leadership in PDTs working on high-level requirements for an emergency preparedness information system. Leadership is viewed through the lens of what leader behaviors, or roles, are enacted by the leaders. Leadership configuration was varied: some teams had just an overall team leader; others had no team leader but had a leader for each subteam, while others had both team and subteam leaders. The findings suggest that leadership configuration matters and that leaders do enact roles similar to those found in studies of fully distributed or traditional collocated teams.
AB - Emergency response and preparedness teams that are inter-organizational or international often work together in partially distributed teams (PDTs). A PDT has at least one collocated subteam and at least two subteams that are geographically distributed. Leadership configuration and behaviors present unique challenges in PDTs. This paper describes preliminary results of an initial field experiment with international student teams undertaken to examine leadership in PDTs working on high-level requirements for an emergency preparedness information system. Leadership is viewed through the lens of what leader behaviors, or roles, are enacted by the leaders. Leadership configuration was varied: some teams had just an overall team leader; others had no team leader but had a leader for each subteam, while others had both team and subteam leaders. The findings suggest that leadership configuration matters and that leaders do enact roles similar to those found in studies of fully distributed or traditional collocated teams.
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M3 - Conference contribution
AN - SCOPUS:84905565116
SN - 9780615206974
T3 - Proceedings of ISCRAM 2008 - 5th International Conference on Information Systems for Crisis Response and Management
SP - 150
EP - 158
BT - Proceedings of ISCRAM 2008 - 5th International Conference on Information Systems for Crisis Response and Management
PB - Information Systems for Crisis Response and Management, ISCRAM
T2 - 5th International Conference on Information Systems for Crisis Response and Management, ISCRAM 2008
Y2 - 4 May 2008 through 7 May 2008
ER -