What signal is your inspection team sending to each other? Using a shared collaborative interface to improve shared cognition and implicit coordination in error-detection teams

Lowry, Paul Benjamin; Roberts, Tom; Romano, Nicholas C.

doi:10.1016/j.ijhcs.2012.11.004

Cited by 12 publications

(9 citation statements)

References 102 publications

(195 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Consistent with previous theories ( McGrath, 1991 ; Marks et al, 2001 ) and the sparse research ( Riethmüller et al, 2012 ; Lowry et al, 2013 ), our findings also indicate the significance of implicit coordination for understanding how team reflection over time affects improvements in team performance. Specifically, our results show that managers should pay particular attention to ensuring that teams reflect in the early stages of collaboration so that they can benefit from time-saving implicit coordination and improve their performance.…”

Section: Discussionsupporting

confidence: 90%

“…Because shared mental models and TMS are important precursors of implicit coordination (Rico et al, 2008;Mohammed et al, 2010) and team coordination quality (Moreland and Myaskovsky, 2000;Wiedow et al, 2013;Ellwart et al, 2014), and because shared mental models, TMS, as well as implicit coordination are associated with higher performance (Liang et al, 1995;Lowry et al, 2013;Marques-Quinteiro et al, 2013;Konradt et al, 2015), we expect that implicit coordination will mediate the relationship between the parameters of team reflection trajectories (i.e., baseline level, that is the intercept in team reflection, and growth, that is the rate of change or slope in team reflection) and team performance improvement. Thus, we hypothesize: Hypothesis 5: Implicit team coordination at later points in time will mediate the effect of the baseline level and rate of change of team reflection on performance improvement.…”

Section: Team Performance Improvementmentioning

confidence: 99%

“…This assumption has also been substantiated empirically ( Butchibabu et al, 2016 ). For example, evidence from a computer-based shared interface experiment suggests that teams, which foster the shared cognition, experienced more implicit coordination, and showed higher performance than the non-shared interface control group ( Lowry et al, 2013 ). Thus, it is assumed that teams that coordinate their actions implicitly perform better than teams that have to coordinate explicitly ( Marques-Quinteiro et al, 2013 ).…”

Section: Team Performance Improvementmentioning

confidence: 99%

See 2 more Smart Citations

Teams in Transition: A Three-Wave Longitudinal Study of Reflection, Implicit and Explicit Coordination and Performance Improvements

et al. 2021

View full text Add to dashboard Cite

Research has shown that team reflection is a critical transition process for coordination processes and team performance, but our understanding of its dynamics and relationship to action processes and performance is incomplete. The goal of the present study was to examine the long-term change in reflection in teams over time and explore whether these changes are related to implicit and explicit coordination processes and performance improvement. Drawing on the recurring phase model of team processes and team reflexivity theory, we hypothesized that team reflection is at least stable or increases over time for dissimilar tasks, that reflection trajectories are positively associated with implicit and negatively associated with explicit coordination in the later phases, and that implicit coordination mediates the relationship between team reflection and performance improvement. This model was tested in a three-wave longitudinal study (N = 175 teams) over a 2-months period. Results from growth curve modeling and structural equation modeling provided support for our hypotheses.

show abstract

Section: Discussionsupporting

confidence: 90%

Section: Team Performance Improvementmentioning

confidence: 99%

Section: Team Performance Improvementmentioning

confidence: 99%

See 1 more Smart Citation

Teams in Transition: A Three-Wave Longitudinal Study of Reflection, Implicit and Explicit Coordination and Performance Improvements

et al. 2021

View full text Add to dashboard Cite

show abstract

“…For example, collaboration technology can enable highly efficient interactions (Schmidt, Montoya‐Weiss, & Massey, ), and the more familiarity group members have with each other and with collaboration technologies, the fewer differences will exist between physical and virtual environments (Hollingshead, McGrath, & O'Connor, ). Moreover, carefully designed collaboration technologies can improve shared cognition, coordination, and social presence (Lowry, Roberts, Romano, Paul, & Hightower, ; Lowry, Roberts, Dean, & Marakas, ; Lowry, Roberts, & Romano, ).…”

Section: Theory Development: Social Integration Mechanisms Knowledgementioning

confidence: 99%

Absorbing Knowledge from and with External Partners: The Role of Social Integration Mechanisms

2018

Self Cite

View full text Add to dashboard Cite

Dynamic capabilities that enable innovation are crucial to survival and success in today's highly competitive business environment, because they enable organizational adaptation, transformation, and seizing of opportunities. Absorptive capacity is an important dynamic capability that enables organizations to leverage external knowledge for innovation purposes. In this theory-building article, we address the fundamental research question of how organizations can leverage external partners as external sources of knowledge. We offer three primary contributions to the literature on managerial decision-making. First, by conceptualizing knowledge absorption as a collaborative, interorganizational endeavor, we extend the literature on absorptive capacity, thereby enabling its application to innovation-related contexts aside from R&D, to which it has traditionally been applied. Second, by focusing on social integration mechanisms as links between the capabilities, expertise, and knowledge of individuals, groups, and the organization as a whole, we heed calls to clarify the microfoundations of organizational capabilities. Third, although social integration is a multidimensional construct, few studies have addressed the influence of its individual dimensions. We outline how individual social integration dimensions exert differing influences on the individual knowledge absorption stages, thereby taking a first step toward unraveling the multidimensional nature of social integration and laying the foundation for future social integration research both in and beyond the absorptive capacity context.

show abstract

“…• Creating an effective virtual-team experience (Lin, Standing, & Liu, 2008a) • Creating effective virtual-team collaboration (David et al, 2008) • Successful completion of virtual-team tasks (Dennis, Fuller, & Valacich, 2008) • Helping distributed development team be more effective (Thomas & Bostrom, 2010) • Improving creativity in virtual teams (Wang et al, 2009) Journal of the (Davis et al, 2009;Rutkowski, Vogel, Van Genuchten, Bemelmans, & Favier, 2002) • Personal computer (Becker, 2000) • Internet (Katz & Aspden, 1997) • Instant messaging (Lowry, Cao, & Everard, 2011) • Commercial websites (Stafford & Stafford, 2002) • Virtual-team collaboration (Lowry, Roberts, & Romano Jr., 2013c) Enhancing decision making…”

Section: Challengementioning

confidence: 99%

Proposing the Multimotive Information Systems Continuance Model (MISC) to Better Explain End-User System Evaluations and Continuance Intentions

Lowry¹,

Gaskin

Moody

2015

JAIS

101

View full text Add to dashboard Cite

To ensure that users want to continue using a system, information system designers must consider the influence of users' intrinsic motivations in addition to commonly studied extrinsic motivations. In an attempt to address this need, several studies have extended models of extrinsic motivation to include intrinsic variables. However, these studies largely downplay the role of users' intrinsic motivations in predicting system use and how this role differs from that of extrinsic motivation. The role of met and unmet expectations related to system use is often excluded from extant models, and their function as cocreators in user evaluations has not been sufficiently explained. Even though expectations are a firmly established consequence of motivations and an antecedent of interaction evaluations, this area remains understudied. Our paper addresses these gaps by developing and testing a comprehensive model-the multimotive information systems continuance model (MISC)-that (1) explains more accurately and thoroughly the roles of intrinsic and extrinsic motivations, (2) explains how the fulfillment of intrinsic and extrinsic motivations affects systems-use outcome variables differently through met expectations, and (3) accounts for the effects of key design constructs.

show abstract

What signal is your inspection team sending to each other? Using a shared collaborative interface to improve shared cognition and implicit coordination in error-detection teams

Cited by 12 publications

References 102 publications

Teams in Transition: A Three-Wave Longitudinal Study of Reflection, Implicit and Explicit Coordination and Performance Improvements

Teams in Transition: A Three-Wave Longitudinal Study of Reflection, Implicit and Explicit Coordination and Performance Improvements

Absorbing Knowledge from and with External Partners: The Role of Social Integration Mechanisms

Proposing the Multimotive Information Systems Continuance Model (MISC) to Better Explain End-User System Evaluations and Continuance Intentions

Contact Info

Product

Resources

About