Using group support systems to improve the New Zealand economy. II. Follow-up results

摘要

For pt. I see ibid., vol. IV, p. 469-76 (1993). The "Porter Project" suggested opportunities for enhancing New Zealand's competitiveness in world markets. In 1991 a series of electronically-assisted industry-wide planning meetings were held to capitalize on these. The authors present the results of a follow-up study which was largely based on interviews with participants 1 to 2 years after their meeting. Participants' actions since the meetings are reported as well as their opinions, in retrospect, of the role of the meetings and the impact of electronic meeting technology. The latter are discussed in terms of a simple behavioural model of inter-organisational learning and industry-level change.