Effects Of Information Importance And Distribution On Information Exchange In Team Decision Making
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Effects of Information Importance and Distribution on Information Exchange in Team Decision Making
Teams in organizations are strategically built with members from domains and experiences so that a wider range of information and options can be pooled. This strategic team structure is based on the assumption that when team members share the information they have, the team as a whole can access a larger pool of information than any one member acting alone, potentially enabling them to make better decisions. However, studies have shown that teams, unlike individuals, sometimes do not effectively share and use the unique information available to them, leading to poorer decisions. Research on information sharing in team decision making has widely focused on the exchange of shared or unshared information in the hidden profile paradigm, neglecting the role of information importance. Informational influence theory holds that the importance of information may affect how information is processed for making decisions in teams. This study investigates information exchange processes to understand how teams can effectively exchange and use information available to them to make better decisions. The specific research question concerns the extent to which importance and distribution of information is associated with its exchange during discussion in distributed teams. Data are collected in a laboratory study involving subjects interacting with a computer-mediated decision support system. The results show that the importance of information, the distribution and the interaction of importance and distribution have significant main effects on information exchange. Teams tend to exchange a higher proportion of the more important information compared to the less important information. A third dimension is introduced to measure information distribution -- partially shared information -- and is found to have a strong main effect on information exchange. It is also found that the extent to which team members exchange more important information during discussion strongly correlates with the tendency to improve team performance. It is also found that task complexity is negatively correlated with information exchange performance. Teams tend to exchange a smaller proportion of information when working on complex tasks, compared to when working on simple tasks. This dissertation makes contributions in three areas. Firstly, a theoretical model is developed that allows for the investigation of the joint relationship of the importance of information and its distribution in team decision-making. Secondly, this work introduces a new approach to investigate information sharing, exchange and use in decision-making teams. Others can apply this approach fruitfully in investigating similar phenomena outside of the current domain. Finally, this work improves the understanding of information sharing and exchange processes in relation to the distribution of information and its importance.
The Oxford Handbook of Group and Organizational Learning
Author: Linda Argote
language: en
Publisher: Oxford University Press
Release Date: 2020-01-02
Groups and organizations vary dramatically in their ability to learn. Some acquire substantial knowledge as a function of experience, while others do not. In groups, learning can occur at the level of the individual member and/or the group as a whole. In organizations, learning can occur at both of these levels as well as that of the wider collective. Besides varying in the amount and kind of information they acquire, groups and organizations also vary regarding their success in retaining knowledge and transferring it to other units. In general, groups and organizations that are proficient in acquiring, retaining, and transfering knowledge are more productive and more enduring than their less able counterparts. The goal of this handbook is to bring together cutting-edge theoretical and empirical work on group and organizational learning by leading scholars from several disciplines. Because many of the same processes influence learning in groups and organizations, including both kinds of learning in the same volume has the potential to facilitate the integration of knowledge and the cross-fertilization of ideas. These benefits are reciprocal, in that research at the group level can shed light on how organizations learn whereas research at the organizational level can illuminate how groups learn. By clarifying similarities and differences in the processes that underlie learning in groups and organizations, the handbook advances understanding of the causes and consequences of learning in collectives of varying size and complexity.
Decision-Making Groups and Teams
In recent years, there has been increasing implementation of group and team decision-making within organizations, much of it managed electronically, between members of what are "virtual" groups or teams. Recent research into effective team implementation emphasizes "trust" as an intermediary process, and trust must be a part of any account of team decision-making. This book provides an integrated framework that represents process in decision-making by interactive groups and teams. This framework furthers both our understanding of process and our capabilities in implementation, based on an account of group decision-making that differentiates the information types contributing to decision quality and relates them to process in interactive groups and teams. Author Steve Silver emphasizes the social structure that is inherent in the interaction of decision-makers as group or team members and effects on the information they exchange.