Group rewards, group composition and information sharing: A motivated information processing perspective

Super, Janice Francis; Li, Pingshu; Ishqaidef, Ghadir; Guthrie, Joanne F.

doi:10.1016/j.obhdp.2016.04.002

Cited by 39 publications

(40 citation statements)

References 66 publications

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“…Group‐focused feedback also enhances members' belief that their personal rewards and outcomes depend on the successful goal attainment of the group (Super, Li, Ishqaidef, & Guthrie, ). Thus, employees are motivated to engage in group‐oriented behavior to help their teams achieve their collective goals (Courtright, Thurgood, Stewart, & Pierotti, ; De Dreu, ; Super, Li, Ishqaidef, & Guthrie, ). These arguments are consistent with the notion of Northcraft, Schmidt, and Ashford () that “differences in feedback available for competing tasks should result in corresponding differences in time and effort allocation” (p. 1077).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…By contrast, group-focused feedback directs members' attention to the group's goals (Saavedra, Earley, & Van Dyne, 1993;Walter & van der Vegt, 2013). Group-focused feedback also enhances members' belief that their personal rewards and outcomes depend on the successful goal attainment of the group (Super, Li, Ishqaidef, & Guthrie, 2016). Thus, employees are motivated to engage in group-oriented behavior to help their teams achieve their collective goals (Courtright, Thurgood, Stewart, & Pierotti, 2015;De Dreu, 2007;Super, Li, Ishqaidef, & Guthrie, 2016).…”

Section: Interaction Effects Of Performance-prove Goal Orientation mentioning

confidence: 99%

“…More (vs. less) group-focused feedback makes collective performance outcomes as the main target of one's efforts and actions (Walter & van der Vegt, 2013). Moreover, the provision of more group-focused feedback implies group performance-based rewards and creates a sense that an individual's personal benefits and rewards depend on successful group goal attainment (Campion, Medsker, & Higgs, 1993;Super, Li, Ishqaidef, & Guthrie, 2016;Van der Vegt & Van de Vliert, 2002). Thus, the social comparison motivation inherent in performance-prove goal orientation tends to be enacted less at the interpersonal level within the group.…”

Section: Less) On Individual Performancementioning

confidence: 99%

See 2 more Smart Citations

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Zhu

Chen²,

Wang

et al. 2019

J Organ Behavior

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Summary Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Interaction Effects Of Performance-prove Goal Orientation mentioning

confidence: 99%

Section: Less) On Individual Performancementioning

confidence: 99%

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Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Zhu

Chen²,

Wang

et al. 2019

J Organ Behavior

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“…Hence, when interacting with each other, team members can make optimal use of each other’s information and knowledge. Thus, team interaction patterns can be seen as a primary mechanism of how information gets shared and exchanged (Marks et al, 2000; Zellmer-Bruhn, Waller, & Ancona, 2004); they can either enable or inhibit perceived information sharing (Schippers, Edmondson, & West, 2014; Super, Li, Ishqaidef, & Guthrie, 2016).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness

Hoogeboom

Wilderom

2019

Group & Organization Management

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Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team interaction reduce perceived team information sharing and, in turn, team effectiveness and that these harmful effects are more pronounced in teams doing nonroutine work than in those engaged in routine work. Participative team interaction was found to be positively related to a high level of perceived team information sharing and effectiveness. Heterogeneous team interaction was not associated with perceived team information sharing and effectiveness. Post hoc analyses, in which the behavioral content of the interaction patterns of the 15 most effective and least effective teams is compared, revealed primarily task-directed patterns in the most effective teams. We offer practical recommendations for team development and call for more CAS research on the communicative behaviors within teams of knowledge workers.

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“…The final aspect is from the view of motivated information processing. Some scholars state that team members search and process information, and that through communication, individual-level information processing becomes integrated at the group-level [53,54].…”

Section: The Process Of Knowledge Interactionmentioning

confidence: 99%

How to Develop the Interdisciplinary Innovation Teams Sustainably?—A Simulation Model from a Perspective of Knowledge Fission and Fusion

Cheng

Zhang

2018

Sustainability

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Knowledge interaction is vital in order that interdisciplinary innovation teams (IITs) develop sustainably. This paper aims to reveal the laws of knowledge interaction in IITs from a perspective of knowledge fission and fusion. Herein, the conceptions of knowledge fission to depict the team member’s divergent thinking and knowledge fusion to depict the team member’s convergent thinking based on the concept of social physics are proposed. Furthermore, the Markov process describing knowledge interaction is built. The paper uses a case study and a simulation analysis to explain the process of knowledge interaction. The results show that knowledge fission and knowledge fusion have different influences on the various stages of knowledge interaction. To conclude, the model built describes the complex phenomenon of the knowledge interaction process. It reveals the transformation rules from knowledge fission to knowledge fusion in the process of knowledge interaction in IITs. This study also provides new insight for IITs to maintain team sustainability.

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Group rewards, group composition and information sharing: A motivated information processing perspective

Cited by 39 publications

References 66 publications

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness

How to Develop the Interdisciplinary Innovation Teams Sustainably?—A Simulation Model from a Perspective of Knowledge Fission and Fusion

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