Information sharing and team performance: A meta-analysis.

Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups = 4,795; total N = 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. Although moderators were identified, information sharing positively predicted team performance across all levels of moderators. The information sharing–team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Ethnic diversity and distributed information in group decision making: The importance of information elaboration.

Ethnic diversity may impede groups' use of distributed information in decision making. This is not so much because diversity interferes with groups' ability to reach agreement, but because ethnic diversity may disrupt the elaboration (exchange and integration) of distributed information. The authors find evidence for this proposition in an experiment (N = 63 groups) in which ethnically diverse groups are shown to benefit more from instructions emphasizing information integration than ethnically homogeneous groups when dealing with distributed information, whereas neither ethnic diversity nor information integration instruction affected decision making performance in groups with fully shared information. These effects were mediated by a behavioral measure of group information elaboration. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group Decision Making and Perceived Decision Success: The Role of Communication Medium.

The authors investigated the role of communication medium on the relationship between team member perceptions and decision success. Seventy-three 3-person groups participated in a consensus intellective task either face-to-face (FTF) or via computer-mediated communication (CMC). The participants also assessed their group's decision success and team member competencies. CMC group members' success perceptions significantly predicted their group's performance, but FTF group members' perceptions did not. Furthermore, only CMC group members' judgments regarding their group's problem-solving ability significantly predicted their decision success. Last, judgments of decision success mediated the relationship between perceptions of members' problem-solving ability and decision success only for CMC group members. Implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Backing up behaviors in teams: The role of personality and legitimacy of need.

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interacting Dimensions of Diversity: Cross-Categorization and the Functioning of Diverse Work Groups.

The authors conducted an experiment to show how the interplay between informational diversity and other dimensions of diversity can account for some of the inconsistent effects of informational diversity in previous research. A total of 70 four-person groups involved in a decision-making task received homogeneous or heterogeneous information. By manipulating gender composition and bogus personality feedback, the authors created groups that were heterogeneous (i.e., had a strong basis for subgroup categorization) or were homogeneous on these dimensions. In diverse groups characterized by a diversity faultline, heterogeneity of information either converged with or cross-cut the faultline. Results showed that informational diversity enhanced group functioning when it was crossed rather than converged with the existing faultline, which became manifest in increased information elaboration, higher satisfaction, reduced relationship and task conflict, and a better team climate. Extending previous work, these findings show that informational diversity may have positive effects on team functioning even when teams are not homogeneous on other diversity dimensions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Discussion of shared and unshared information in decision-making groups.

Investigated the effects of task importance and group decision training on the discussion behavior of decision-making groups. 73 3-person groups decided which of 3 hypothetical faculty candidates would be the best person to teach an introductory psychology course. Prior to discussion, some of the information about each candidate was given to all group members (shared information), whereas the remainder was randomly divided among them (unshared information). Groups discussed much more of their shared information than their unshared information. Increasing the importance of the task slowed the rate at which information was brought forth during discussion. By contrast, group decision training increased the amount of both shared and unshared information discussed and altered the sequential flow of shared and unshared information into the discussion. Discussion in untrained groups focused first on shared information and then on unshared information; discussion in trained groups did not shift focus over time. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managing diversity and enhancing team outcomes: The promise of transformational leadership.

In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Information sampling and group decision making: The effects of an advocacy decision procedure and task experience.

Group discussions tend to focus on information that was previously known by all members (shared information) rather than information known by only 1 member (unshared information). If the shared information implies a suboptimal alternative, this sampling bias is associated with inaccurate group decisions. The present study examines the impact of 2 factors on information exchange and decision quality: (a) an advocacy group decision procedure versus unstructured discussion and (b) task experience. Results show that advocacy groups discussed both more shared and unshared information than free-discussion groups. Further, with increasing experience, more unshared information was mentioned in advocacy groups. In contrast, there was no such increase in unstructured discussions. Yet advocacy groups did not significantly improve their decision quality with experience. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Need for Cognition, Task Complexity, and Job Satisfaction

The relationship between need for cognition and task complexity was tested with 37 work teams in the Korean civil engineering management industry. Individual team members’ job satisfaction was predicted by an individual factor (the interaction between individual need for cognition and individual task complexity) and a team factor (team need for cognition). Individuals high in need for cognition were more satisfied with their jobs when they perceived their task to be complex. Individual team members who belong to teams high in team need for cognition were more satisfied with their jobs, regardless of team task complexity. Regarding the relationship between team type and individuals, it was found that for individual members of teams high in both team need for cognition and in task complexity, individuals’ job satisfaction was positively related to their individual need for cognition and also to their individual task complexity. These and other findings are discussed in detail and implications for the findings are provided.     

Social influence on group moral decisions: The interactive effects of moral reasoning and sex role orientation.

In this study, we examined the effects of moral reasoning level and sex role orientation on social influence in group decision making. We predicted that these two individual difference constructs would have an interactive effect such that people who are compatible or nonconflicted on the two dimensions would have more influence on a group task with moral implications than would people who are conflicted. All subjects individually completed a distributive decision task that required ranking terminally ill patients for access to a life-saving kidney machine. They then met in small groups and reached a group decision on the same task. The subjects' moral reasoning level and sex role orientation—assessed via the Rest Defining Issues Test (Rest, 1979) and the Bem Sex Role Inventory (Bem, 1974), respectively—were used to predict influence on the group decision. Influence was measured in three ways: similarity between individual and group ranks, self-rated influence, and selection of the most influential group member. The results of all three influence measures provided support for the interactive hypothesis. In the discussion we consider the implications of the data for individual difference models of moral reasoning, the need for further understanding of goal competition and personality conflict, and the importance of considering the impact of moral factors on group decision-making processes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Measuring team knowledge: A window to the cognitive underpinnings of team performance.

The authors report an effort aimed at developing and evaluating measures of taskwork and teamwork team knowledge for teams in which members differ in knowledge backgrounds. These measures were used in a study with 36 teams to explore the cognitive underpinnings of team performance variations due to cross-training regime. The authors demonstrate that these measures are valid and provide team performance information that complements outcome and behavioral measures. Teams exposed to full cross-training acquired more taskwork and teamwork knowledge than control teams or teams exposed to a conceptual version of cross-training. Measures of team knowledge provide information regarding team task performance critical for system design and training programs. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Becoming team players: Team members' mastery of teamwork knowledge as a predictor of team task proficiency and observed teamwork effectiveness.

The authors explored the idea that teams consisting of members who, on average, demonstrate greater mastery of relevant teamwork knowledge will demonstrate greater task proficiency and observed teamwork effectiveness. In particular, the authors posited that team members' mastery of designated teamwork knowledge predicts better team task proficiency and higher observer ratings of effective teamwork, even while controlling for team task proficiency. The authors investigated these hypotheses by developing a structural model and testing it with field data from 92 teams (1,158 team members) in a United States Air Force officer development program focusing on a transportable set of teamwork competencies. The authors obtained proficiency scores on 3 different types of team tasks as well as ratings of effective teamwork from observers. The empirical model supported the authors' hypotheses. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Cooperative outcome interdependence, task reflexivity, and team effectiveness: A motivated information processing perspective.

A motivated information processing perspective (C. K. W. De Dreu & P. J. D. Carnevale, 2003; see also V. B. Hinsz, R. S. Tindale, & D. A. Vollrath, 1997) was used to predict that perceived cooperative outcome interdependence interacts with team-level reflexivity to predict information sharing, learning, and team effectiveness. A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group creativity and innovation: A motivated information processing perspective.

The authors review the Motivated Information Processing in Groups Model (De Dreu, Nijstad, & Van Knippenberg, 2008) to understand group creativity and innovation. Although distinct phenomena, group creativity and innovation are both considered a function of epistemic motivation (EM; the degree to which group members tend to systematically process and disseminate information), and prosocial motivation (PSM; the extent to which group members seek collective [rather than personal] gain). EM is considered a function of, for example, time constraints, accountability pressures, preference diversity, openness to experience, and ambiguity aversion. PSM is stronger under, for example, participative decision making, shared social identity, and collective reward schemes. A review of the authors' work, and that of others, supports the prediction that group creativity and innovation is higher when group members combine high EM with a PSM. Avenues for new research and practical implications are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Expertise in Group Problem Solving: Recognition, Social Combination, and Performance.

This laboratory study assessed how recognition of expertise affects group decision making and performance. Three-person groups and independent individuals solved 4 intellective problem-solving tasks in 3 experimental conditions: 4 individual tasks, 1 individual task followed by 2 group tasks followed by 1 individual task, or 1 individual task followed by 2 group tasks (with intragroup rankings) followed by 1 individual task. Findings indicate that (a) both groups with ranking information and groups without are fairly well calibrated with respect to expertise, (b) group decisions were best approximated by "expert-weighted" decision schemes in which the highest performing member of the group has twice the influence of other group members, and (c) groups performed at the level of the best of an equivalent number of individuals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A dynamic stimulus-driven model of signal detection.

Signal detection theory forms the core of many current models of cognition, including memory, choice, and categorization. However, the classic signal detection model presumes the a priori existence of fixed stimulus representations—usually Gaussian distributions—even when the observer has no experience with the task. Furthermore, the classic signal detection model requires the observer to place a response criterion along the axis of stimulus strength, and without theoretical elaboration, this criterion is fixed and independent of the observer's experience. We present a dynamic, adaptive model that addresses these 2 long-standing issues. Our model describes how the stimulus representation can develop from a rough subjective prior and thereby explains changes in signal detection performance over time. The model structure also provides a basis for the signal detection decision that does not require the placement of a criterion along the axis of stimulus strength. We present simulations of the model to examine its behavior and several experiments that provide data to test the model. We also fit the model to recognition memory data and discuss the role that feedback plays in establishing stimulus representations. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Perceived entitativity, stereotype formation, and the interchangeability of group members.

The authors investigated the effects of perceived entitativity of a group on the processing of behavioral information about individual group members and the extent to which such information was transferred to other group members. The results of 3 experiments using a savings-in-relearning paradigm showed that trait inferences about a group member, based on that member's behavior, were stronger for low entitative groups and for collections of individuals. However, the transference of traits from 1 group member to other members of the group was stronger for high entitative groups. These results provide strong evidence that the perception of high entitativity involves the abstraction of a stereotype of the group and the transfer of that stereotype across all group members. Implications for group impression formation and stereotyping are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effects of cost, normative support, and issue importance on motivation to persuade in-group deviants.

Persuading in-group deviants to become normative may carry costs that outweigh the advantages of group consensus. This study investigates the effects of potential cost, normative support, and issue importance on group members’ efforts to change the views of in-group deviants (N = 115). In line with previous research into bystander intervention, the authors show that when costs are low, high levels of either importance or normative support are sufficient to increase persuasion action tendency. When costs are higher, higher levels of both issue importance and normative support are necessary to increase persuasion action tendency. In addition, content analysis of messages sent to in-group deviants show that high potential costs and low levels of issue importance reduce the proportion of messages sent that are persuasive. These results are discussed in terms of theories of approach/avoidance and social identity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The emerging conceptualization of groups as information processors.

A selective review of research highlights the emerging view of groups as information processors. In this review, the authors include research on processing objectives, attention, encoding, storage, retrieval, processing response, feedback, and learning in small interacting task groups. The groups as information processors perspective underscores several characteristic dimensions of variability in group performance of cognitive tasks, namely, commonality—uniqueness of information, convergence–diversity of ideas, accentuation–attenuation of cognitive processes, and belongingness–distinctiveness of members. A combination of contributions framework provides an additional conceptualization of information processing in groups. The authors also address implications, caveats, and questions for future research and theory regarding groups as information processors. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Featuring familiarity: How a familiar feature instantiation influences categorization.

We demonstrate that a familiar looking feature can influence categorization through 2 different routes, depending on whether a person is reliant on abstract feature representations or on concrete feature representations. In 2 experiments, trained participants categorized new category members in a 3-step procedure: Participants made an initial categorization, described the rule-consistent features indicated by the experimenter, and then recategorized the item. Critical was what happened on the second categorization after participants initially categorized an item based on a familiar, but misleading, feature. Participants who were reliant on abstract features most commonly reversed themselves after the rule-consistent features were pointed out, suggesting that the familiar feature had biased attention. Participants who were reliant on concrete feature representations, however, most commonly persisted with the initial response as if the familiar feature were more important than its rivals—the familiar feature biased decision making. (PsycINFO Database Record (c) 2010 APA, all rights reserved)