Effects of Group Goals and Time Pressure on Group Efficacy, Information-Seeking Strategy, and Performance

Durham, Cathy C.; Locke, Edwin A.; Poon, June M. L.; McLeod, Poppy Lauretta

doi:10.1207/s15327043hup1302_1

Cited by 114 publications

(81 citation statements)

References 42 publications

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“…Consistent with recent multilevel theorizing, we argue that group efficacy has origins at the individual level (Bandura, 1986) and emergent properties at the group level (Kozlowski & Klein, 2000) and we suggest that it could equally apply to the level of the subsidiary management team. Durham, Locke, Poon & McLeod (2000) showed that group efficacy positively affects information seeking. We suggest that subsidiaries with low group-efficacy tend to be distracted by ruminations about perceived inadequacies and failures, which consumes limited cognitive resources that are needed to process task demands effectively.…”

Section: Capability Perception and Subsidiary Isolationmentioning

confidence: 99%

Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications

Monteiro

Arvidsson

Birkinshaw

2008

Organization Science

376

290

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Applying a new theoretical and empirical approach to intrafirm knowledge transfers, this paper provides some initial insight to the little-researched phenomenon of why some subsidiaries are isolated from knowledge-transfer activities within the multinational corporation (MNC). Knowledge transfer is framed as a problemistic search process initiated by the recipient unit. We show that knowledge flows from units that are perceived to be highly capable to units that perceive themselves to be highly capable. Knowledge flows are also associated with existing levels of communication and reciprocity. Taken together, these findings suggest that knowledge transfers in MNCs typically occur between highly capable members of an “in crowd,” and the isolated minority rarely, if ever, engages in knowledge-sharing activities. Finally, we show that the isolated minority underperforms other subsidiaries, suggesting the possibility of a “liability of internal isolation.”

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Section: Capability Perception and Subsidiary Isolationmentioning

confidence: 99%

Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications

Monteiro

Arvidsson

Birkinshaw

2008

Organization Science

376

290

View full text Add to dashboard Cite

show abstract

“…There is ample evidence pointing to the positive relationship between team's ability to exchange information and its performance (for a meta-analysis, see MesmerMagnus & DeChurch, 2009); for instance, Stout et al (1999) found that better coordination in teams led to greater information sharing, and higher performance on a simulation task. Similarly, open communication predicted better team performance (Barry & Stewart, 1997;Hyatt & Ruddy, 1997), and effective information sharing increased group performance through information-seeking behaviors of the team members (Durham et al, 2000).…”

Section: Performance In Teamsmentioning

confidence: 98%

Preparing the Self for Team Entry: How Relational Affirmation Improves Team Performance

Lee

Gino²,

Cable

et al. 2016

SSRN Journal

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Working in teams often leads to productivity loss because the need to feel accepted prevents individual members from making a unique contribution to the team in terms of the information or perspective they can offer. Drawing on self-affirmation theory, we propose that pre-team relational self-affirmation can prepare individuals to contribute to team creative performance more effectively. We theorize that relationally-affirming one's self-views increases general feelings of being socially valued by others, leading to better information exchange and creative performance. In a first study, we found that teams in which members affirmed their best selves prior to team formation (i.e., by soliciting and receiving narratives that highlight one's positive impact on close others) outperformed teams that did not do so on a creative problem-solving task. In the second experiment, conducted using virtual teams, we show that pre-team relational self-affirmation leads to heightened feelings of social worth, which in turn explains the effect of the treatment on the team's ability to exchange information.Keywords: relational self-affirmation; team entry; team creative performance; information exchange; social worth. Relational Affirmation in Teams 3Preparing the Self for Team Entry: How Relational Affirmation Improves Team PerformanceEffective communication is a key feature of a team's capabilities (Eisenhardt and Martin, 2000;Gardner, Gino, and Staats, 2012). Unfortunately, as members are introduced to a team, one critical issue that may impede effective team communication is each member's need to feel accepted by the others (Wittenbaum and Stasser, 1996;Gruenfeld et al., 1996). The need to feel accepted can lead individual members to prioritize fitting in over contributing unique information and adding maximum value to the team. For example, teams are biased toward repeating previously-mentioned shared information, as opposed to sharing unique information, because repetition helps members appear "cognitively central and thus task competent" (Wittenbaum, Hubbell, and Zuckerman, 1999; p. 968). In addition, team members are more likely to share socially-endorsed information within the team if they believe the information to be useful to the team as compared to information that has not been socially-validated (Littlepage, Perdue, and Fuller, 2012). Thus, individual team members' need for social acceptance may hinder the team's ability to share and integrate information in order to accomplish their task.One remedy to this problem is for members to invest time after team formation, to highlight their differences in ideas, background and perspectives. As evidenced in a qualitative study of diverse teams by Ely and Thomas (2001), openly discussing the unique qualities of different team members and integrating diverse perspectives allowed individuals to feel valued and respected. The team members were able to apply their differences in knowledge, and the perspectives associated with their unique identities, to the task at hand...

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“…This is the reason why the analysis does not take into account what people say, but only personal characteristics of the subjects. The scenario was used by NASA to evaluate candidate astronauts [35] and by researchers to, e.g., investigate the interpersonal cohesion in a group [42], help students to develop strategic skills [22], measure group performance [14] or compare the performance of groups and individuals [31].…”

Section: The Experimentsmentioning

confidence: 99%

Negotiating over Mobile Phones: Calling or Being Called Can Make the Difference

2014

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Effects of Group Goals and Time Pressure on Group Efficacy, Information-Seeking Strategy, and Performance

Cited by 114 publications

References 42 publications

Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications

Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications

Preparing the Self for Team Entry: How Relational Affirmation Improves Team Performance

Negotiating over Mobile Phones: Calling or Being Called Can Make the Difference

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