Computers are valuable tools for a wide range of work tasks. A substantial limitation on their value, however, is the predominant focus on enhancing the work of individuals. This fails to account for the issues of collaboration that affect almost all work. Research into computer supported cooperative work (CSCW) aims to eliminate this deficiency, but the promise of computer systems for group work has not been met. This thesis presents four design principles that promote the development of successful groupware. The principles identify the particular problems encountered by groupware, and provide guidelines and strategies to avoid, overcome, or minimise their impact. Derived from several sources, the major influence on the principles development is an investigation into the relationship between factors affecting groupware failure. They are stimulated by observations of groupware use, and by design insights arising from the development of two groupware applications and their prototypes: Mona and TELEFREEK. Mona provides conversation-based email management. Several groupware applications allow similar functionality, but the design principles result in Mona using different mechanisms to achieve its user-support. TELEFREEK provides a platform for accessing computer-supported communication and collaboration facilities. It attends to the problems of initiating interaction, and supports an adaptable and extendible set of "social awareness" assistants. TELEFREEK offers a broader range of facilities than other groupware, and avoids the use of prohibitively high-bandwidth communication networks. TELEFREEK demonstrates that much can be achieved through current and widely accessible technology. Together, Mona and TELEFREEK forcefully demonstrate the use of the design principles, and substantiate the claim of their utility.

In a parameterized collaboration design, one views software as a collection of components that play specific roles in interacting, giving rise to collaborative behavior. From this perspective, collaboration designs revolve around reusing collaborations that typify certain design patterns. Unfortunately, verifying that active, concurrently executing components obey the synchronization and communication requirements needed for the collaboration to work is a serious problem. At least two major complications arise in concurrent settings: (1) it may not be possible to analytically identify components that violate the synchronization constraints required by a collaboration, and (2) evolving participants in a collaboration independently often gives rise to unanticipated synchronization conflicts. This work presents a solution technique that addresses both of these problems. Local (that is, role-to-role) synchronization consistency conditions are formalized and associated decidable inference mechanisms are developed to determine mutual compatibility and safe refinement of synchronization behavior. More specifically, given generic parameterized collaborations and components with specific roles, mutual compatibility analysis verifies that the provided and required synchronization models are consistent and integrate correctly. Safe refinement, on the other hand, guarantees that the local synchronization behavior is maintained consistently as the roles and the collaboration are refined during development. This form of local consistency is necessary, but insufficient to guarantee a consistent collaboration overall. As a result, a new notion of global consistency (that is, among multiple components playing multiple roles) is introduced: causal process constraint analysis. A method for capturing, constraining, and analyzing global causal processes, which arise due to causal interference and interaction of components, is presented. Principally, the method allows one to: (1) represent the intended causal processes in terms of interactions depicted in UML collaboration graphs; (2) formulate constraints on such interactions and their evolution; and (3) check that the causal process constraints are satisfied by the observed behavior of the component(s) at run-time. / Ph. D.

Emerging markets are fraught with uncertainty, diverse global players, rapid technological change, wide-spread price wars, and seemingly endless reorganization (Ilinitch, 1996). These changes have presented challenges to organizations in the form of shorter product cycles, increased segment fragmentation, blurring industry boundaries, breaking corporate hierarchies, and increased interdependence of world markets (Ozsomer et. al., 1991). Organizations are responding to competition by capitalizing on global policies and adopting self-directed teams and horizontal structures that enhance external activities. To do this organizations are getting conscious of the boundaries they are operating in. With hyper competition and globalization organizations blur boundaries to gain maximum business opportunity from other geographic boundaries. For this to happen organizations must engage in boundary crossing behaviour. Competition is also managed by focussing on bringing out new products to the market. Product development (PD) is critical because new products are becoming the nexus of competition for firms (Clark and Fujimoto, 1991). They are the means by which members of organizations diversify, adapt, and even reinvent their firms to match evolving market and technological conditions (Schoonhoven et. al., 1990). This calls for a closer look at boundary crossing behaviour as part of the external activity during PD. The studies carried out in the process of PD identify external activity orientation as important criteria for success (Brown and Eisenhardt, 1995). PD processes involve project management activity. Unlike other processes of an organization, PD is a knowledge intensive activity, which brings together individuals having different skill sets and mindsets. These individuals need to interact regularly to understand and coordinate their activities. The non-routine nature of the process makes boundary-crossing activity more critical for successful PD. This thesis focuses on the boundary crossing behaviours performed by PD teams. Literature review showed that external activities play a crucial role in PD (Calantoue and Di Benedetto 1990a, b; Griffin and Hauser 1992; Olson et. al., 1995; Song et al., 2000; Souder 1987). The importance of external activities for successful project development was shown by Allen (1971, 1977) based on his seminal work on communication and organizations. He showed that R&D team’s frequency of communication within the team has no relationship to performance, while increased communication between teams and other parts of the laboratory was strongly related to project performance. Teams carrying out complex tasks in uncertain environments were found to perform higher levels of external activities (Ancona and Caldwell 1992). External activity was found to result in high percentages of successful projects and sales derived from new products (Cooper 1984; Dougherty 1987; Ancona and Caldwell, 1992; Ancona, 1990; Sheremata 2002). PD is an activity with high uncertainty. The external activities that are performed by PD teams and their nature of relationships shared are variously classified as interactive and collaborative behaviour (Kahn 1996). Underlying this classification is a dichotomous behaviour where in the former embodies presence of informal behaviour between partners, while the latter embodies formal behaviour. Further research on these behaviours have shown that informal type of external activity also known as collaborative behaviour plays an important role in the successful development of products. Collaboration represents the unstructured, affective nature of interdepartmental relationships. They were found to result in improved product development. A study on software product development teams by Kraut and Streeter(1995) also showed the importance of informal behaviour. He found that product development requires personal communication across functional boundaries to cope with uncertainty. The external activities performed by PD teams were also found to be influenced by variables like product development life cycle (Brodbeck, 2001; Sawyer & Guinan, 1998; Boehm, 1987), informal groups (Hirschhorn and Gilmore, 1992), awareness, (Pinto and Slevin, 1987), and open climate (Ashkenas et. al., 1990). After identifying the missing gaps in gaps were the objectives of the study was defined. The objectives of the study are as follows: To understand the interactive and collaborative boundary crossing behaviour of product development teams To study the difference in boundary crossing behaviour of horizontal, geographic and value chain boundaries of product development teams To understand the relationship of variables influencing boundary crossing behaviour of product development teams To give suggestions to better understand management of boundary crossing behaviour in product development teams A combination of qualitative and quantitative techniques was adopted to study these objectives. Based on the past literature a conceptual framework was developed. It consisted of defining the role of collaborative and interactive boundary crossing behaviours across product development teams and certain variables influencing this behaviour. The model was validated through preliminary interviews. These interviews were conducted across team members, team leaders and knowledge management experts. A few more variables were identified that were considered to influence the collaborative behaviour performed by PD teams. These variables are sharing behaviour and confidence with the time available for developing the product. The variables were operationally defined and measurement instrument, namely a questionnaire, was developed. The questionnaire was administered to team leaders and team members. The measurement instrument was tested for its psychometric properties namely, reliability and validity. Cronbach alphas are reported. For the main study, data was collected from 73 product development teams of IT organizations located in Bangalore. From the team leader the general characteristics of the PD team were understood, as well as the level of newness of the product developed. The latter was used as a measure of level of innovation. From team members, the interactive and collaborative behaviour of PD team members was studied. The statistical techniques that were used for analyzing the data are F-Test, t-test, Kruskall Wallis test, chi-square test , correlation and regression analyses. After the analysis it was found that the interactive and collaborative behaviour expressed by the teams across the three boundaries showed that as compared to collaborative behavior, product development teams more commonly used interactive behaviour. Interactive behaviours were also found to be used to the same extent across all the three boundaries. Since interactive behavior is formal and forced in organizations it is predominantly practiced although its efficiency may vary. The challenge for organizations hence is the collaborative behaviors. On the other hand, collaborative behaviour was seen used the most across horizontal boundary and the least across value chain boundary. Since the geographic distance across boundaries increases when moving from horizontal to value chain boundaries the chances of collaboration get decreased. Hence an influence of distance on boundary crossing behavior was sense influencing collaborative behaviour of product development teams. Hence further analysis focused on collaborative behaviors. The collaborative behaviour was further studied to understand its relationship with product development team behaviour, sharing behaviour of teams of outside the boundary, demographic variables and innovation level of product developed. Correlation analysis showed that the collaborative behaviour of teams were correlated with the sharing behaviour, informal groups, autonomous team leader behaviour, and open climate only. These variables were termed direct influencers of collaborative behavior.Innovation level did not play any significant role in influencing collaborative behavior.Collaboration behaviour was further studied to understand how they are causally related with these variables. Using regression analysis, the causal study considered collaboration behaviour of PD teams in general, as well as the collaboration behaviour across horizontal, geographical and value-chain boundary as the dependent variable. The independent variables studied are sharing behaviour, informal groups, open-climate behaviors, autonomous team leader behaviour. Regression results showed that open climate behaviours was causally related to overall collaboration behaviour of PD teams in all boundaries. With respect to collaboration across horizontal boundary, it was found that sharing behaviour, as well as autonomous team leader behaviour influenced them. Across geographical boundary, the open-climate was found causally related. Across value chain boundary sharing behaviour was found to influence collaborative behaviour. It was found that only some variables influence boundary crossing behavior namely, collaborative behavior, the most. These were open climate behaviors, sharing behaviour, and autonomous team leader behaviour. These were labeled direct influencers. The ones that did not show a direct influence were termed as indirect influencers. Since the role of direct influencers was clearly understood, the role of indirect influencers needed further analysis as these were variables selected from literature and expert interviews and expected to have influence on boundary crossing behaviour. Those variables that did not directly enter the regression analysis were further studied tounder stand if they had a relationship with the direct influencers independent of collaborative behaviors. It was assumed that if they did then they may indirectly influence collaborative behaviors. For this the indirect variables were correlated with the direct influencers. The results showed that open-climate was positively correlated with awareness of objectives, PD life cycle and the team’s confidence in time line of the project. Interestingly sharing behavior and autonomous behaviour of the team leader was not correlated with any potentially indirect influencer or variable. This meant that awareness of objectives, PD life cycle and the team’s confidence in time line of the project can influence collaborative behavior indirectly. In the next analysis the role of PD was understood deeper in the context of level of innovation and duration of projects vis-à-vis collaboration. This is specifically done as the poor influence of level of innovation and duration were a surprise since they were expected to have influence on boundary crossing behavior. Teams were classified into low, medium and high innovation level teams. The collaboration behaviour within these teams was then studied. The results showed that there was a pattern in the usage of collaboration behaviour across the different channels. Collaboration behaviour was used most across medium innovation level team as compared to low and high innovation level teams. This was the case of collaboration across horizontal and geographical boundary. In the case of value chain boundary, no such pattern was recognizable. Interestingly it meant that in low and high innovation collaborative behavior was lower and it increased only during medium innovation. Further to this, the influence of collaboration on duration of product developed was studied. The correlation study showed negative relation between the two only for horizontal boundaries. This meant that increase in collaborative behavior across horizontal boundaries result in lesser time taken to develop the product. The last chapter in this thesis describes the conclusions from this study and the managerial implications regarding nurturing and managing boundaries of PD teams.

Since the advent of the Internet, we have been observing a fast-paced development within the computing world. One of the major innovations in recent years is the “Internet of Things”, which brings interconnectedness between devices and humans to unprecedented heights. This technological breakthrough enabled the emergence of a new sub-field within Learning Analytics, Multimodal Learning Analytics, which makes use of several types of data sources to study learning-related processes. As computers and sensors become increasingly cheaper and more accessible,  research within this new sub-field grows, yet some gaps remain unexplored. Additionally, there is a research bias toward computer-assisted learning environments, rather than physical ones. At the same time, the current labor market is highly competitive, and possessing profession-related skills is not sufficient to land a job. Besides these skills, there is an increasing demand for social skills, such as communication, teamwork, and collaboration. However, there is a gap between the skills that are trained in an academic setting and the ones that are required by the labor market. Having this background in mind, this work aims at designing and evaluating an IoT sensor system capable of tracking patterns observed under social interactions within a group, and more specifically, in terms of the distance between group members while solving a task. Another important aspect of this study is the system's cost-effectiveness so that it can be employed in a scalable and sustainable manner. To achieve this goal, a multimethodological approach for Design Science Research was adopted, which implied the combination of several methods such as sketching, prototyping, and testing. As a result, this study contributes both to the research area of Multimodal Learning Analytics, and to educational practices.