Int. J. Human—Computer Studies (1997) 47, 387—405 Using group support systems to discover hidden profiles: an examination of the influence of group size and meeting structures on information sharing and decision quality† BRIAN E. MENNECKE School of Business, East Carolina University, Greenville, NC 27858, USA. e-mail: menneckeb@mail.ecu.edu This paper reports on an experimental study of information sharing for groups using a group support system (GSS). A group member’s success or failure in sharing unique information can have important impacts on meeting outcomes. This research builds on previous work which has examined various factors that impact information-sharing performance. To examine these issues, groups processed a hidden profile task, i.e. a task with an asymmetrical distribution of information. In addition, group size (groups of four and seven) and the level of structure (structured or unstructured agenda) were manip- ulated. Results show that group size had no effect on information sharing. However, groups using the structured agenda shared more initially-shared information and initially- unshared information. Although no relationship was found between information-sharing performance and decision quality, a curvilinear (U-shaped) relationship between in- formation sharing and satisfaction was observed. These results show that, for hidden- profile tasks, a critical performance level must be reached before performance is posit- ively related to satisfaction. The paper concludes with a discussion of the findings and the implications for future research and use.  1997 Academic Press Limited 1. Introduction and background Information that is complete and accurate is critical in decision-making and planning activities. Often, meetings enable group members to interact, share information and learn something new. Thus, the generation and sharing of ideas and information are some of the important reasons for people to join together in meetings.‡ Considerable research has been completed to examine one of these issues, idea generation, in both computer- mediated and non-computer supported settings (Osborn, 1957; Gallupe, Bastianuttis & Cooper, 1991; Valacich, Dennis & Nunamaker, 1992; Gallupe & Cooper, 1993; Aiken, Krosp, Shirani & Martin, 1994; Valacich, Dennis & Connolly, 1994). On the other hand, only limited research on information sharing has been completed (see Mennecke, Hoffer & Valacich, 1995). Information sharing is important because groups are often formed so that individuals can share the unique information that each member possesses. In many cases, an incomplete information search will lead groups to select inferior solutions because their decisions are based on insufficient information (Gouran, 1982; Hirokawa, Ice & Cook, † This research was supported by an East Carolina University School of Business research grant. The author would like to acknowledge and thank the anonymous reviewers for their insightful comments and suggestions on this paper. ‡ Groups meet for a number of reasons including those defined by their social and organizational systems. 387 1071-5819/97/090387#19$25.00/0/hc 970136  1997 Academic Press Limited