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Media richness theory argues that different media are more or less appropriate for different tasks. Social information processing theory (SIP) explains a motivation and method guiding such technology adoption. In light of these theories, and the field’s lack of understanding of media effects on group development, this article investigates the development of two important group process factors – cohesion development and process satisfaction – in two different studies of groups supported by electronic meeting systems. Results indicate that initial levels of cohesion and process satisfaction differ depending on the medium (and its inherent richness) and, consistent with SIP, cohesion and process satisfaction increase over time in all types of electronic support, despite relative differences in media richness.

Group members’ attitudes toward social processes and media properties are likely to change as members interact and gain experience with each other and technology in computer‐supported environments. Moreover, these attitudes are likely to evolve differently. This study examines computer‐supported groups of four over a series of four sessions working on a collaborative writing task. Results from this study indicate that group‐related attitudes, i.e. social perceptions, tend to change sooner, and to a greater extent, than media‐related ones. A possible explanation for these differences is that computer media have certain physical properties that cannot be easily altered by users. In contrast, group‐related structures appear to be much more malleable. These results imply that, for example, groups can, with the right assistance, develop positive group attitudes rather quickly which tend to last over time. In contrast, attitudes towards technical systems tend to evolve more slowly and, when system designs are flawed or users are not well trained on system features, managers may be faced with persistent negative user attitudes. Thus, understanding how social and technical attitudes evolve is critical for managers who want to improve group processes.

Recent projections by social scientists indicate that by the year 2000 almost half the work force will be comprised of women. Information systems (IS) literature reports that women are underrepresented: only about one‐third of IS employees are female. This may suggest that IS women professionals may be engaging in practices that restrict their entry, promotion and retention. Attempts to examine the career success outcomes of men and women in IS using the human‐capital paradigm. Presents results, based on the survey responses of about 348 employees in the IS field, which suggest that significant gender differences exist. For instance, women were found, on average, to be somewhat younger and less experienced then were men in lower‐level positions and to receive lower salaries than do men even when age, work experience and job level were controlled. Moreover, women have fewer opportunities to interact with people outside their departmental boundaries. Discusses the relevance of these results and presents viable options for fostering the careers and improving the retention of women in the IS field.

Volume 18 Number 2 of the Journal of Organizational Behavior includes an article by Dail L. Fields and Terry C. Blum entitled “Employee satisfaction in work groups with different gender composition”. This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, the analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender‐balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups.

Advances in information technology have revolutionised the working environment. The concept of working in virtual teams was in existence in the developed part of the globe since 1960s. In developing economies, it emerged in the recent decades and gained impetus during the ongoing pandemic. This paper aims to propose examining the relationship between team cohesion and virtual team performance with the help of meta-analysis.

On published research, combined random effect meta-analysis and moderator analysis were done with the aid of Meta-essential 1.5 software. The preferred reporting items for systematic reviews and meta-analyses was designed for systematic meta-analysis.

The meta-analysis shows significant effect of cohesion on virtual team performance (r = 0.40, p < 0.000). Study outcomes indicate a positive relationship between team cohesion and virtual team performance. High heterogeneity was found and moderator analysis was performed to examine the heterogeneity.

According to the findings, the performance of teams of different sizes, tenure and occupation should not be viewed as equivalent. Results of the study can be generalised to business (employees), education (students) and online gaming teams.

Managers should be aware of cohesion concerns in work process because they may foreshadow future performance challenges or reflect other organisational issues affecting virtual team performance. The relationship between team cohesion and team performance is predicted by team occupation, size and time.

To the best of the authors’ knowledge, this work is a first attempt to undertake meta-analysis to study the relationship between team cohesion and virtual team performance.