Decision-Making Groups Attenuate the Discussion Bias in Favor of Shared Information: A Meta-Analysis

Reimer, Torsten; Reimer, Andrea; Czienskowski, Uwe

doi:10.1080/03637750903514318

Cited by 69 publications

(47 citation statements)

References 67 publications

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“…The studies using the traditional information sampling paradigm (Brodbeck et al 2007;Schulz-Hardt et al 2006;Stasser and Titus 1987;Wittenbaum, Hollingshead, and Botero 2004) explain IS behaviour as a consequence of cognitive biases (Mesmer-Magnus and DeChurch 2009;Reimer, Reimer, and Czienskowski 2010;Stasser and Stewart 1992;Stasser and Titus 1985). In this respect, a fairly large body of research (e.g.…”

Section: Strategic Information Sharingmentioning

confidence: 99%

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Balau¹,

Utz²

2016

Behaviour & Information Technology

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In today's knowledge economy, given the increasing number of online collaborative platforms, it is even more important to understand and manage the sharing of information. Although it is widely accepted that technological design affects how people use a platform, it is a real challenge to constantly stimulate information sharing (IS), also because individuals often behave strategically, that is, share relatively unimportant information, but keep the important private information for themselves. This research aims to understand how people's motivations and aspects of communication technology interact to affect IS. Specifically, we expand the view of IS as strategic behaviour by investigating (1) how social motivation (prosocial vs. pro-self) and time pressure (high vs. low), interactively, impact strategic IS and (2) how technological features (push-vs. pull-information display) can increase the sharing of private information. Across two experiments, we found that push-information displays increase the sharing of private information. This held especially for individuals with a prosocial motivation. Additionally, we found that actual and not perceived time pressure impacts (private) IS. Implications for technological design choices and knowledge management are discussed. ARTICLE HISTORY

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Section: Strategic Information Sharingmentioning

confidence: 99%

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Balau¹,

Utz²

2016

Behaviour & Information Technology

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“…This result is of great practical importance, given the often observed difficulty that groups face when pooling and integrating many pieces of information (Reimer, Reimer, & Czienskowski, 2010;Reimer, Reimer, & Hinsz, 2010;Stasser & Titus, 2003;Tindale & Sheffey, 2002;Winquist & Larson, 1998). It implies that the performance of a group is not necessarily raised only by increasing the quantity of information exchanged, which was the goal of much previous research (e.g., Frey, SchulzHardt, & Stahlberg, 1996;Larson et al, 1994;Parks & Cowlin, 1996;Stasser, Taylor, & Hanna, 1989;Wittenbaum & Stasser, 1996; for a discussion see Reimer & Hoffrage, 2003).…”

Section: Discussionmentioning

confidence: 95%

The Adaptive Use of Recognition in Group Decision Making

2014

Self Cite

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Applying the framework of ecological rationality, the authors studied the adaptivity of group decision making. In detail, they investigated whether groups apply decision strategies conditional on their composition in terms of task-relevant features. The authors focused on the recognition heuristic, so the task-relevant features were the validity of the group members' recognition and knowledge, which influenced the potential performance of group strategies. Forty-three threemember groups performed an inference task in which they had to infer which of two German companies had the higher market capitalization. Results based on the choice data support the hypothesis that groups adaptively apply the strategy that leads to the highest theoretically achievable performance. Time constraints had no effect on strategy use but did have an effect on the proportions of different types of arguments. Possible mechanisms underlying the adaptive use of recognition in group decision making are discussed.

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“…For example, Stasser and Titus [2] demonstrated one of the perplexing and enduring paradoxes of work groups--that the more teams need members' information to solve problems, the less likely members are to contribute that information spontaneously [2,16]. This is despite the fact that information sharing can positively affect the productivity and creativity of teams, and that subsequent collaborative discussion of shared information "…expands knowledge and experience resources available to team members, improves the analysis of the problem, and allows better assessment of the usefulness of potential solutions" [17][18][19].…”

Section: Systems-centered Theory and Its Relevance To Organizational mentioning

confidence: 99%

Systems-Centered Management: A Brief Review of Theory, Practice and Research

2014

Review Pub Administration Manag

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A theory is useful to the extent that it allows for new understanding and more effective solution of problems, such as improving morale and increasing organizational member participation in problem-solving under stressful conditions. Systems-Centered theory and practice are hypothesized to be useful to management of human systems in all contexts. In organizational contexts, the systems-centered approach presents an innovative approach to leadership, organizational structure and teamwork to improve performance. The goal of this paper is to introduce systems-centered theory and practice as well as to review the empirical studies of SCT methods including studies of comparative training group and work group performance and the unique, cardinal SCT method of functional subgrouping. We found preliminary, significant support for SCT hypotheses and methodology.

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Decision-Making Groups Attenuate the Discussion Bias in Favor of Shared Information: A Meta-Analysis

Cited by 69 publications

References 67 publications

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

The Adaptive Use of Recognition in Group Decision Making

Systems-Centered Management: A Brief Review of Theory, Practice and Research

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