Editorial: The Information Processing Approach as a Perspective for Groups Research

Brauner, Elisabeth; Schöll, Wolfgang

doi:10.1177/1368430200003002001

Cited by 27 publications

(15 citation statements)

References 21 publications

(39 reference statements)

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“…The innovative performance required of NPD teams is driven by the communication structure of the team (Allen, , ; Hoegl and Gemünden, ; Katz, ; Leenders, Van Engelen, and Kratzer, ). NPD teams are information‐processing units; like individuals, teams process information by encoding, storing, and retrieving it (Brauner and Scholl, ). Through effective communication, building on the knowledge of others, team members exchange information and create new knowledge and insight (Reagans and Zuckerman, ).…”

Section: Social Network and Innovationmentioning

confidence: 99%

Social Networks for Innovation and New Product Development

Leenders¹,

Dolfsma²

2015

J of Product Innov Manag

104

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In this article we first provide a brief introduction into social network analysis, focusing on the measures and approaches that are used in the empirical contributions in this special issue. Second, we discuss the role of social networks in new product development. Social networks are inherently multilevel; we consider four “levels”: networks inside a firm, networks that cross firm boundaries, networks between firms, and networks that reside outside of the firm. Third, we discuss these four levels and highlight some of the extant research. We summarize and position the eight papers in this special issue along these four levels. Together, we argue, these papers provide an interesting coverage of this burgeoning field.

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Section: Social Network and Innovationmentioning

confidence: 99%

Social Networks for Innovation and New Product Development

Leenders¹,

Dolfsma²

2015

J of Product Innov Manag

104

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show abstract

“…The creative performance required of NPD teams is driven by the communication structure of the team. NPD teams are information processing units; like individuals, teams process information by encoding, storing, and retrieving it (Brauner and Scholl, 2000). Through effective communication, building on the knowledge of others, team members exchange information and create new knowledge and insight.…”

Section: Teams Communication and Creativitymentioning

confidence: 99%

Systematic Design Methods and the Creative Performance of New Product Teams: Do They Contradict or Complement Each Other?

Leenders

Engelen

Kratzer

2007

J of Product Innov Manag

130

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Can organizations exert control and provide structure for NPD activities while at the same time encouraging and managing creative performance? Any new product development (NPD) project requires some level of creative effort. In new product development, creative performance is of preeminent importance. Most NPD projects are executed with the NPD team as the organizational nucleus. As a result, managing creativity in NPD thus implies managing the creativity of NPD teams. Besides having to manage creative performance, companies are generally also concerned with improving the efficiency and effectiveness of the NPD process. Modern NPD projects therefore have the need for an approach that can be planned, optimized, and verified. As a consequence, systematic design methods have become widely used in NPD. In this article conceptual model is developed of the effect of modern design methodology on the creative performance of NPD teams. First, it is argued that the effect of systematic design methodology on NPD team creativity is mediated by the communication patterns of the NPD team. It is then proposed that four principles underlie modern design methodology: hierarchical decomposition, systematic variation, satisficing, and discursiveness. These principles affect NPD communication by, respectively, influencing the establishment of subgroups, the frequency of communication, the level of agreement or disagreement in the team, and the level of centralization of communication. Next, arguments are presented of how each of these four communicational characteristics shapes the creative performance of NPD teams. This second part of the conceptual model is tested empirically. This is done by studying the communication patterns in 44 NPD teams, employing social network analysis tools. These patterns of communication are then related to team-level creative performance through a set of regression analyses. The main conclusion of the article is that the design principles work together and need to be considered as an integrated whole: the creative performance of NPD teams can only effectively be managed by using and aligning all four of them.

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“…Bien que ces recherches occupent une place importante dans la littéra-ture sur la prise de décision, les travaux les plus influents restent ceux qui se sont focalisés sur le partage de l'information (Brauner & Scholl, 2000 ;Hinsz, Tindale, & Volrath, 1997 ;Larson, Foster-Fishman, & Keys 1994 ;Stasser & Titus, 1985. La conception du groupe en tant qu'unité de traitement de l'information (Hinsz et al, 1997) est prédominante aujourd'hui.…”

Section: Prise De Décision En Groupe : Partager Les Informations Et éunclassified

Le traitement motivé de l’information dans la prise de décision en groupe : le cas du paradigme des « profils cachés »

Toma¹,

Vasiljevic²,

Oberlé³

et al. 2012

Année psy

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RÉSUMÉQuand des problèmes importants sont à résoudre, les groupes sont souvent utilisés pour prendre des décisions. Cet avantage accordé aux groupes repose sur l'hypothèse que les membres d'un groupe travaillent de manière coopérative et apportent des ressources supplémentaires lors de la prise de décision. Cet article reconsidère cette hypothèse classique de coopération et passe en revue les recherches effectuées dans le cadre du paradigme des « profils cachés » sous l'angle des enjeux compétitifs. À l'appui des études expérimentales récentes, cet article remet en question des résultats considérés comme classiques et offre des nouvelles perspectives de recherche quant au rôle des motivations coopératives et compétitives dans la prise de décision. Motivated information processing in group decision making: the case of hidden profiles ABSTRACTWhen complex problems are to be solved, groups are often used to make decisions. A popular reason for this is the assumption that group members work in a cooperative way and, by consequence, they make more informed decisions. This article reconsiders the classic cooperation assumption and reviews the literature on hidden-profiles from the Correspondance : Claudia Toma, Université catholique de Louvain, Place du Cardinal Mercier 10,

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Editorial: The Information Processing Approach as a Perspective for Groups Research

Cited by 27 publications

References 21 publications

Social Networks for Innovation and New Product Development

Social Networks for Innovation and New Product Development

Systematic Design Methods and the Creative Performance of New Product Teams: Do They Contradict or Complement Each Other?

Le traitement motivé de l’information dans la prise de décision en groupe : le cas du paradigme des « profils cachés »

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