Group size advantages to decision making are environmentally contingent in house-hunting Myrmecina ants

2016 ◽  
Vol 118 ◽  
pp. 171-179 ◽  
Author(s):  
Adam L. Cronin
Keyword(s):  
Decision Making ◽  
Group Size

scholarly journals Decision-Making in a Real-Time Business Simulation Game: Cultural and Demographic Aspects in Small Group Dynamics

2017 ◽  
Vol 16 (03) ◽  
pp. 779-815 ◽  
Author(s):  
Johanna Bragge ◽  
Henrik Kallio ◽  
Tomi Seppälä ◽  
Timo Lainema ◽  
Pekka Malo
Keyword(s):  
Decision Making ◽  
Real Time ◽  
Group Size ◽  
Group Dynamics ◽  
Small Groups ◽  
Operations Management ◽  
Group Performance ◽  
Dynamic Decision Making ◽  
Simulation Game ◽  
Business Simulation

Simulated virtual realities offer a promising but currently underutilized source of data in studying cultural and demographic aspects of dynamic decision-making (DDM) in small groups. This study focuses on one simulated reality, a clock-driven business simulation game, which is used to teach operations management. The purpose of our study is to analyze the characteristics of the decision-making groups, such as cultural orientation, education, gender and group size, and their relationship to group performance in a real-time processed simulation game. Our study examines decision-making in small groups of two or three employees from a global manufacturing and service operations company. We aim at shedding new light on how such groups with diverse background profiles perform as decision-making units. Our results reveal that the profile of the decision-making group influences the outcome of decision-making, the final business result of the simulation game. In particular, the cultural and gender diversity, as well as group size seem to have intertwined effects on team performance.

Enhancement of Dominant Risk Tendencies in Group Discussion

1972 ◽  
Vol 30 (2) ◽  
pp. 615-623 ◽  
Author(s):  
David G. Myers ◽  
Sidney J. Arenson
Keyword(s):  
Decision Making ◽  
Group Size ◽  
Group Decision Making ◽  
Risk Taking ◽  
Present Experiment ◽  
Group Decision ◽  
Group Discussion ◽  
Past Research ◽  
The Mean ◽  
Decision Making Models

Much recent research indicates that discussion predictably affects responses to choice-dilemma items. In the present experiment, 12 choice-dilemma items were discussed to consensus by 40 female groups of varying size (2, 3, 5, or 7 members). Group size did not significantly affect shift scores. Over all groups, the mean of initial risk taking on an item was an excellent predictor of the mean amount of shift that item elicited ( r = –.89), a finding consistent with certain models of group decision making as well as with the idea that discussion arguments enhance dominant values. Further analyses of the present and past research indicated that the group decision making models could not account for the observed shifts.

scholarly journals Organisational structure revisited

2021 ◽  
Vol 9 (1) ◽  
pp. 282-294
Author(s):  
Mustafa Aslan
Keyword(s):  
Decision Making ◽  
Group Size ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Organisational Structure ◽  
Research Model ◽  
Environmental Hostility ◽  
Annual Turnover

This study's primary goal is to investigate all variables that are reported to affect the organisational structure in the same research model. For this purpose, effects of Top Management Team profile variables, including Strategic Decision-Making Style and Strategic Decision-Making Group Size, Environmental Dynamism, Environmental Hostility, Organization Size (both annual turnover and number of employees are taken separately as the indicators of organisation size), Organization’s Age, and Technology (three technological levels: low, medium and high technologies) on the Organizational Structure analysed. Organisation’s Degrees of Centralization and Formalization were taken as organisational structure variables. The research adopted a convenient sampling method and was conducted with 455 managers working in Turkey's different organisations. The Partial Least Square-Structural Equation Model (PLS-SEM) approach is used to assess the effects of Top Management Team profile variables, environmental factors, and organisational factors on both the degree of centralisation and formalisation. The results show that TMT Age, Environmental Hostility, Organizational Size (Annual Turnover only), and Technology have a positive and significant effect only on formalisation, while Strategic Decision-Making Group Size, Strategic Decision-Making Style, and Environmental Dynamism on both The Degree of Centralisation and Formalisation. This study also showed that the effects of most of the variables mentioned in the literature as antecedents of the organisational structure could not be determined while all the variables mentioned above are included in the same research model.

Theory of Intelligent Collectives

2015 ◽  
pp. 188-204
Author(s):  
Megan McKoy ◽  
S. Spitler ◽  
Kelsey Zuchegno ◽  
E. Taylor ◽  
K. C. Hewitt ◽  
...  
Keyword(s):  
Decision Making ◽  
Recent Work ◽  
Group Size ◽  
Majority Rule ◽  
Self Reports ◽  
Skin Responses ◽  
Selection Tasks ◽  
Galvanic Skin Responses

We review our theory of robust intelligence (RI) for groups. We examine the quality of decisions by groups in the laboratory under either majority rule (MR) or consensus rule (CR). Theoretically, engagement in decision-making becomes a factor depending on whether an individual is in a group or in competition between groups. From earlier research, measures of engagement in three-person groups included self-reports, counts of utterances during discussions, and changes in electro-dermal activity (i.e., galvanic skin responses, or GSR). We predicted engagement (number of utterances) would be greater under CR than MR; under MR, we predicted that GSRs would be greater (more attention). Based on partial analyses, participants under CR spoke significantly more often during discussions than MR. As predicted, after de-trending GSR data, we found MR produced higher GSRs and shorter discussions. Our recent work in group size has increased to five participants working on Wason Selection Tasks.

scholarly journals Reputation and the evolution of cooperation in sizable groups

2005 ◽  
Vol 272 (1570) ◽  
pp. 1373-1377 ◽  
Author(s):  
Shinsuke Suzuki ◽  
Eizo Akiyama
Keyword(s):  
Decision Making ◽  
Group Size ◽  
Real World ◽  
Social Dilemmas ◽  
Dyadic Interaction ◽  
Evolution Of Cooperation ◽  
Decision Making Process ◽  
Indirect Reciprocity ◽  
Stable Manner ◽  
Considerable Concern

The evolution of cooperation in social dilemmas has been of considerable concern in various fields such as sociobiology, economics and sociology. It might be that, in the real world, reputation plays an important role in the evolution of cooperation. Recently, studies that have addressed indirect reciprocity have revealed that cooperation can evolve through reputation, even though pairs of individuals interact only a few times. To our knowledge, most indirect reciprocity models have presumed dyadic interaction; no studies have attempted analysis of the evolution of cooperation in large communities where the effect of reputation is included. We investigate the evolution of cooperation in sizable groups in which the reputation of individuals affects the decision-making process. This paper presents the following: (i) cooperation can evolve in a four-person case, (ii) the evolution of cooperation becomes difficult as group size increases, even if the effect of reputation is included, and (iii) three kinds of final social states exist. In medium-sized communities, cooperative species can coexist in a stable manner with betrayal species.

Using Group Size to Improve the Decision-Making Ability of Nominal Groups.

1977 ◽  
Vol 1977 (1) ◽  
pp. 52-56 ◽  
Author(s):  
Gene E. Burton ◽  
Dev S. Pathak ◽  
Ron M. Zigli
Keyword(s):  
Decision Making ◽  
Group Size ◽  
Nominal Groups

scholarly journals From disorganized equality to efficient hierarchy: how group size drives the evolution of hierarchy in human societies

2020 ◽  
Vol 287 (1928) ◽  
pp. 20200693 ◽  
Author(s):  
Cedric Perret ◽  
Emma Hart ◽  
Simon T. Powers
Keyword(s):  
Decision Making ◽  
Social Organization ◽  
Group Size ◽  
Social Dynamics ◽  
Evolutionary Dynamics ◽  
Mechanistic Model ◽  
Leaders And Followers ◽  
Hierarchical Groups ◽  
Scalar Stress

A manifest trend is that larger and more productive human groups shift from distributed to centralized decision-making. Voluntary theories propose that human groups shift to hierarchy to limit scalar stress, i.e. the increase in cost of organization as a group grows. Yet, this hypothesis lacks a mechanistic model to investigate the organizational advantage of hierarchy and its role on its evolution. To fill this gap, we describe social organization by the distribution of individuals’ capacity to influence others. We then integrate this formalization into models of social dynamics and evolutionary dynamics. First, our results demonstrate that hierarchy strongly reduces scalar stress, and that this benefit can emerge solely because leaders and followers differ in their capacity to influence others. Second, the model demonstrates that this benefit can be sufficient to drive the evolution of leader and follower behaviours and ultimately, the transition from small egalitarian to large hierarchical groups.

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