Decision-making using computer conferencing: a case study

Abstract In January 1991, the members of the Centre for the Study of Management Learning at Lancaster University replaced their monthly departmental meetings with an online conference for a six-month trial. The paper describes the procedures followed and reviews the experience of department members and the effect of using the conference on discussions of departmental business, planning and decision-making. Advantages and disadvantages of using conferencing for this purpose are discussed in relation to a democratic approach to work and working relationships. Of particular interest was the way the change interacted with the ethos of the department.

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