Journal ArticleDOI
The Rank-Order Effect in Group Decision Making
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In this paper, the authors examined the impact of three different factors on information sharing and quality of group decision: (a) group decision procedure (an instruction to "rankorder the alternatives" vs "choose the best alternative"), (b) information access during group discussion (reliance on memory vscomplete access), and (c) communication technology (computer vs face to face).About:
This article is published in Organizational Behavior and Human Decision Processes.The article was published on 1996-12-01. It has received 200 citations till now. The article focuses on the topics: Hidden profile & Group decision-making.read more
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Group performance and decision making.
Norbert L. Kerr,R. Scott Tindale +1 more
TL;DR: Recent trends in group performance research have found that process gains as well as losses are possible, and both are frequently explained by situational and procedural contexts that differentially affect motivation and resource coordination.
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Information sharing and team performance: A meta-analysis.
TL;DR: This publication contains reprint articles for which IEEE does not hold copyright and which are likely to be copyrighted.
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Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on Team Innovation
TL;DR: In this paper, the authors unpack four characteristics often associated with the term virtuality and argue that each hinders innovation through unique mechanisms, many of which can be overcome by creating a psychologically safe communication climate.
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Team mental models in a team knowledge framework: expanding theory and measurement across disciplinary boundaries
Susan Mohammed,Brad C. Dumville +1 more
TL;DR: The authors developed a framework that delineates the relationships among team knowledge constructs and enriched the theoretical understanding of team mental models and broadened the empirical research base by adopting a cross-disciplinary focus and incorporating related team knowledge domains from other literatures.
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How We Know—and Sometimes Misjudge—What Others Know: Imputing One's Own Knowledge to Others
TL;DR: This paper reviewed evidence that people impute their own knowledge to others and that, although this serves them well in general, they often do so uncritically, with the result of erroneously assuming that other people have the same knowledge.
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