Interdependence and Controversy in Group Decision Making: Antecedents to Effective Self-Managing Teams

Alper, Steve; Tjosvold, Dean; Law, Kenneth S.

doi:10.1006/obhd.1998.2748

Cited by 347 publications

(265 citation statements)

References 54 publications

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“…Team interdependence increases as members are mutually reliant on one another for resources (e.g., equipment, information required for collective goal accomplishment; Wageman, 1995), interaction during the accomplishment of collective work (Van de Ven & Ferry, 1980), and desired outcomes (Alper, Tjosvold, & Law, 1998;Guzzo & Shea, 1992;Wageman, 1995).…”

Section: Team Interdependencementioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

721

719

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Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. Findings reveal there is indeed a cognitive foundation to teamwork; team cognition has strong positive relationships to team behavioral process, motivational states, and team performance. Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research. Keywords: team cognition, mental model, transactive memory, shared cognition, meta-analysisWinning is about having the whole team on the same page.-Bill WaltonIf everyone is thinking alike, then somebody isn't thinking.-George PattonThe reality for many organizations today is that work has become complex enough to require the use of teams at all hierarchical levels. Organizational success hinges upon the ability of teams to collaborate effectively and work efficiently toward solving complex problems. Therefore, understanding how information is collectively processed has become critical (Hinsz, Tindale, & Vollrath, 1997). As the opening quotes illustrate, there are commonly held beliefs that effective teamwork requires members to hold similar cognitive structures, and also those suggesting distinctive knowledge configurations are key. Consistent with these commonsense views of cognition, researchers have invoked constructs such as shared mental models (Cannon-Bowers, Salas, & Converse, 1993) and transactive memory systems (Moreland, Argote, & Krishnan, 1996) to examine the role of emergent collective cognition in team functioning. Since the early 1990s, investigators have attempted to uncover the importance of collective cognition using a variety of conceptualizations, empirical methods, and research strategies. Despite this substantial progress, the substantive and methodological differences across studies present a challenge for discerning a clear pattern of relationships in a way that enables research in this area to move forward (CannonBowers & Salas, 2001).In the current study, we used meta-analysis to empirically organize prior work on the basis of underlying dimensions of cognition, team features, and study characteristics. In doing so, we h...

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Section: Team Interdependencementioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

721

719

View full text Add to dashboard Cite

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“…Self-managing teams are teams that have responsibility for managing their own work and behaviours but, others usually make decisions about goals, team structure, and organisational supports (Barker, 1993;Cohen, Chang and Ledford, 1997;Manz and Sims, 1987). Both types of teams are empowered and have autonomy to make decisions about their tasks and the processes that they use, which are traditionally the responsibility of supervisors and managers (Alper, Tjosvold and Law, 1998;Cummings, 1978). To perform well as a team all members must be committed to the team and must feel that they have the support of other members (Bishop, Scott and Burroughs, 2000) as the relationship between individuals within teams can impact on the dynamics of the team (Gruenfeld, Mannix, Williams and Neale, 1996).…”

Section: Teamsmentioning

confidence: 99%

Using Agile Practices to Build Trust in an Agile Team: A Case Study

McHugh

Conboy

Lang

2011

Information Systems Development

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Abstract:Trust is an important aspect of any software development team, but particularly with self-managing teams as team members are very dependent on one another. Agile teams are considered to be self-managing and they employ many different agile practices to function as an agile team. While there have been many studies of trust in software development teams few have examined trust in an agile context with even less focus on how specific agile practices may contribute to trust. The purpose of this study is to examine how three agile practicesthe daily stand-up, iteration planning and iteration retrospective -may support and facilitate trust in an agile team. An exploratory case study of one agile team was conducted. The findings indicate that while factors such as environmental conditions and personal characteristics of team members must be considered, agile practices can also contribute to building trust among team members. They may also highlight the existence of a lack of trust.

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“…When interdepartmental goals are partially incompatible, and department members face the dilemma between serving their own department's goals and the overall goal of organizational effectiveness, constructive negotiation may help parties to develop win-win solutions that meet the needs and desires of all parties involved (cf., Alper, Tjosvold & Law, 1998;Blake & Mouton, 1970;Lax & Sebenius, 1986). …”

Section: Organizational Goal Concerns and Constructive Negotiation Bementioning

confidence: 99%

Social value orientation, organizational goal concerns and interdepartmental problem‐solving behavior

2002

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In a study of 11 organizations among 120 manufacturing, planning and sales employees, support was found for the hypothesis that a prosocial value orientation—as a personality trait—increases the likelihood that employees show a high concern for the goals of other departments. This concern, combined with a high concern for own goals, furthermore appeared to increase the likelihood of problem‐solving behavior during interdepartmental negotiations. Measures of goal concerns were attained, firstly, by asking employees how important they found six specific organizational goals and, secondly, by assessing which goals were found most important by members of which department. The results of this study suggest that problem solving can be induced by selecting or developing prosocial employees, because a prosocial value orientation increases the likelihood of having broad role orientations, in which employees not only care for goals characteristic of their own department, but also for goals of other departments. Copyright © 2002 John Wiley & Sons, Ltd.

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Interdependence and Controversy in Group Decision Making: Antecedents to Effective Self-Managing Teams

Cited by 347 publications

References 54 publications

The cognitive underpinnings of effective teamwork: A meta-analysis.

The cognitive underpinnings of effective teamwork: A meta-analysis.

Using Agile Practices to Build Trust in an Agile Team: A Case Study

Social value orientation, organizational goal concerns and interdepartmental problem‐solving behavior

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