A groupware-based peer review process: An exploratory case study

This paper uses Lewin's planned change theory and Rogers' diffusion of innovation theory as lenses through which to describe what occurred in an organizationally flat, team-based organization when it rolled out a groupware-based peer review process. The Information Systems Department wanted to implement a high-level groupware product. The Human Resource Department wanted to enable team members to rate each other on their teambuilding skills as well as provide a criterion to be used by the organization's Policy Committee in awarding biannual bonuses. Literature related to corporate peer reviews as well as the use of groupware provided the basis for questions posed. Both nondirective and focused interviews were conducted with key players and a sampling of actual evaluation data was collected. Analysis indicated that perceived management (non)commitment to using peer review data and issues of confidentiality may have led many individuals to be skeptical about the value of a peer review. As to the use of groupware to enable the evaluation, users were quite pleased; however, planners' initial resistance to using this technology was evident and early efforts to devise usable reports were troublesome.