How entrepreneurial team heterogeneity impacts decision-making performance? An input-process-output approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhipeng Zhang ◽  
Li Zhu ◽  
Gong Chen ◽  
Lu Shang ◽  
Qiuyun Zhao ◽  
...  
Keyword(s):  
Decision Making ◽  
Information Seeking ◽  
Content Type ◽  
Team Members ◽  
Team Interaction ◽  
Team Decision Making ◽  
Team Heterogeneity ◽  
Mediating Role ◽  
Entrepreneurial Team ◽  
Team Decision

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

The Influence of Team Goal Alignment and Awareness on Human-Centered Design Team Decision-Making Strategy

2021 ◽  
Author(s):  
Vivek Rao ◽  
Ananya Krishnan ◽  
Jieun Kwon ◽  
Euiyoung Kim ◽  
Alice Agogino ◽  
...  
Keyword(s):  
Decision Making ◽  
Personal Goals ◽  
Design Team ◽  
Design Teams ◽  
Goal Alignment ◽  
Team Members ◽  
Team Decision Making ◽  
Student Teams ◽  
Team Decision ◽  
Team Alignment

Abstract Design team decision-making underpins all activities in the design process. Simultaneously, goal alignment within design teams has been shown to be essential to the success of team activities, including engineering design. However, the relationship between goal alignment and design team decision-making remains unclear. In this exploratory work, we analyze six student design teams’ decision-making strategies underlying 90 selections of design methods over the course of a human-centered design project. We simultaneously examine how well each design team’s goals are aligned in terms of their perception of shared goals and their awareness of team members’ personal goals at the midpoint and end of the design process, along with three other factors underpinning team alignment at the midpoint. We report three preliminary findings about how team goal alignment and goal awareness influence team decision-making strategy that, while lacking consistent significance, invite further research. First, we observe that a decrease in awareness of team members’ personal goals may lead student teams to use a different distribution of decision-making strategies in design than teams whose awareness stays constant or increases. Second, we find that student teams exhibiting lower overall goal alignment scores appear to more frequently use agent-driven decision-making strategies, while student teams with higher overall goal alignment scores appear to more frequently use process-driven decision-making strategies. Third, we find that while student team alignment appears to influence agent- and process-driven strategy selection, its effect on outcome-driven selection is less conclusive. While grounded in student data, these findings provide a starting place for further inquiry into of designerly behavior at the nexus of teaming and design decision-making.

Team dynamics within activity-based working

2020 ◽  
Vol 18 (3) ◽  
pp. 181-194
Author(s):  
Megan Divett
Keyword(s):  
Decision Making ◽  
Team Dynamics ◽  
Cross Sectional ◽  
Time Activity ◽  
Content Type ◽  
Team Members ◽  
Team Interaction ◽  
Open Plan ◽  
Team Productivity ◽  
The Way

Purpose This paper aims to evaluate perceptions of leaders and team members on productivity, satisfaction and leader-led team dynamics within an activity-based, flexible environment compared to an open plan workplace. Design/methodology/approach This study uses cross-sectional (N = 1,275) and longitudinal survey data (N = 138) collected from three offices in Australia. Baseline responses were collected 3–12 months prior to the transition into a new environment and comparison responses were collected after at least three months of working in the new environment. Paired sample t-tests and linear regression were used. Findings Team members were more satisfied and felt more productive within the activity-based working (ABW) environment compared to the open plan workplace. Leaders were more satisfied and felt team productivity improved, yet individual productivity for leaders remained the same. Occupants felt the key drivers of productivity were team Interaction and decision-making. Research limitations/implications This study focused on one activity-based building based in Australia that was consciously designed for individual focus, team working and cross-team collaboration. This style of workplace may not be representative of all activity-based environments. Originality/value Most research into ABW has relied on cross-sectional data. This study also adopts a within group, longitudinal approach to directly compare the perceptions of the same individuals over time. Activity-based environments are changing the way we think of leaders and the way they encourage productivity. This study showed that despite relinquishing an office, leaders were more satisfied and equally productive within an activity-based environment. The study also showed that teams realise greater productivity by focussing on team interaction and effective decision-making.

How does the team expertise heterogeneity improve entrepreneurial performance?

2019 ◽  
Vol 38 (2) ◽  
pp. 434-445 ◽  
Author(s):  
Yi Zhang ◽  
Wanhong Zhang
Keyword(s):  
Management Practice ◽  
Mediating Effects ◽  
Content Type ◽  
Entrepreneurial Performance ◽  
Team Conflict ◽  
Team Heterogeneity ◽  
Mediating Role ◽  
Entrepreneurial Team ◽  
The Relationship ◽  
Experimental Group

Purpose The purpose of this paper is to examine the relationship between team heterogeneity and team performance in entrepreneurial team and is also of significance in guiding the management practice of an entrepreneurial team. Design/methodology/approach The study is carried out based on an experiment, in which a 2×2 experimental group is devised to collect data concerned with the heterogeneity of entrepreneurial team’s expertise and the attitude toward heterogeneity. Findings The entrepreneurial team’s heterogeneity has a significant effect on entrepreneurial performance; the entrepreneurial team’s heterogeneity influences entrepreneurial performance through team task conflict; attitudes toward heterogeneity play a mediating role in the above process. Originality/value This paper is carried out based on an experiment which can be used to determine the mediating effects of team conflict on the relationship between team expertise heterogeneity and the entrepreneurial performance.

Discourse of Leadership

2017 ◽  
Vol 54 (2) ◽  
pp. 161-181 ◽  
Author(s):  
Jolanta Aritz ◽  
Robyn Walker ◽  
Peter Cardon ◽  
Zhang Li
Keyword(s):  
Decision Making ◽  
Speech Acts ◽  
Social Function ◽  
Response Sequence ◽  
Leadership Roles ◽  
Team Members ◽  
Team Decision Making ◽  
Discourse Type ◽  
Team Decision

This study aims to more fully understand leadership when it is understood as primarily discursive in nature and coconstructed by those involved in interactions in which influence emerges. More specifically, it explores the performative role of questions as speech acts. In this case, we look at how questions are employed as a key discourse type to enable professionals to construct their authority and establish leadership roles. The data consist of transcripts of decision-making meetings. A scheme for coding the question-response sequence in conversation was used to identify the form, social function, and conversational sequence of question use. The questions then were analyzed by speaker and his or her role as leader versus nonleader. While questions can result in or encourage group collaboration by opening the discussion and inviting contributions, they can also be used to direct team members, seize the floor, and influence decision making. The study contributes to the study of leadership and team decision making by looking at how questions operate as a multifunctional discourse type, and how they are used to establish influence in decision-making meetings.

Information seeking and collaborative decision-making behaviour in consultancy project teams: a network theoretic viewpoint

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sulafa Badi ◽  
Hanxiao Ji ◽  
Edward G. Ochieng
Keyword(s):  
Decision Making ◽  
Social Network ◽  
Network Theory ◽  
Information Seeking ◽  
Social Network Theory ◽  
Project Delivery ◽  
Collaborative Decision Making ◽  
Content Type ◽  
Team Members ◽  
Collaborative Decision

PurposeThis study aims to examine how embeddedness influences consultants' information seeking when making decisions within a social network of relationships, and how these social networks evolve throughout the project delivery stages. The study is grounded in social network theory and examines embeddedness from three perspectives: structural (network cohesion), relational (tie strength in terms of friendship and knowledge awareness) and actor prominence.Design/methodology/approachA social network analysis (SNA) questionnaire was administered to a team of consultants working on a management consultancy project in Shanghai, China. The SNA measures of density, degree centrality and betweenness centrality were used to analyse relationship patterns among project team members, permitting comparison between the networks. Networks were also compared across the three project delivery stages of collect, consider and create.FindingsStructural embeddedness was observed in the active information seeking behaviour among consultancy team members. The moderate network density of the self-organising information seeking networks across the project delivery stages ensures that the team remains connected but avoids information redundancy and overload. Relational embeddedness was evident through the multiplexity of ties among team members with overlapping friendship and information seeking relationships. The knowledge awareness network's sparseness indicates a team of autonomous knowledge workers with distributed expertise. Project managers were the most prominent actors across the three project delivery stages, underlining these actors' relational leadership role.Practical implicationsThe study provides a deeper understanding of collaborative decision-making behaviours in dynamic-project environments. Limited attempts have been made to visualise and analyse the relationships involved in small consulting teams. The novelty of the network approach adopted stems from its ability to offer a structural view of the relationship among consultants, thus offering a distinctive and arguably more complete picture of consultancy team dynamics.Originality/valueThe study validates the social network theory of embeddedness in a real-world collaborative decision-making setting and provides a deeper understanding of information seeking behaviours for decision-making in dynamic-project environments. From a project management process viewpoint, the evolving nature of the information seeking network as it changes across the project stages with associated actors' roles was also visualised graphically, offering a distinctive and arguably more complete picture of consultancy team dynamics.

scholarly journals Virtual team learning: The role of collaboration process and technology affordance in team decision making

2016 ◽  
pp. 602-627 ◽  
Keyword(s):  
Decision Making ◽  
Virtual Team ◽  
Two Dimensions ◽  
Team Members ◽  
Team Decision Making ◽  
Other Information ◽  
Technology Affordance ◽  
Team Decision ◽  
Study Teams ◽  
Collaboration Process

The study examines two dimensions that impact virtual team decision making. One is the influence of collaboration process structure: the sequences, patterns, and routines participants use to interact and solve problems. The other is technology affordance: the strengths and weaknesses of technologies in terms of the usefulness they offer to teams when performing tasks. Some teams used a structured collaboration process with monitoring, coordination, and backup functions during a decision-making discussion. Other teams had no discussion process instructions. In addition, some teams possessed stronger technology affordance including both chat and an editable document. Other teams used chat technology alone, which offered fewer collaboration possibilities. The collaboration process and technology affordance factors were tested in an experiment in which four-person online teams worked as a personnel hiring committee. Information about four job candidates was distributed to create a hidden profile in which some information was shared across all team members, while other information was visible only to specific members. Two hundred and eight students, comprising fifty-two teams completed the study. Teams using the structured collaboration process made more accurate and higher-quality decisions. In addition, scores were higher when technology affordance included both chat and editable document tools, but this influence was not significant.

Emotional intelligence, psychological safety, and team decision making

2020 ◽  
Vol 26 (1/2) ◽  
pp. 123-141
Author(s):  
Wencang Zhou ◽  
Zhu Zhu ◽  
Donald Vredenburgh
Keyword(s):  
Decision Making ◽  
Group Decision ◽  
Business Students ◽  
Psychological Safety ◽  
Decision Making Process ◽  
Organizational Decision Making ◽  
Content Type ◽  
Team Decision Making ◽  
Decision Performance ◽  
Team Decision

Purpose As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance. Design/methodology/approach Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety. Findings This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety. Research limitations/implications The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further. Practical implications As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance. Originality/value This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.

The Role of Planning in Coordinated Team Decision Making: Implications for Training

1993 ◽  
Vol 37 (18) ◽  
pp. 1238-1242 ◽  
Author(s):  
Rene'e Stout ◽  
Eduardo Salas
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Shared Mental Models ◽  
Team Members ◽  
Team Decision Making ◽  
Team Planning ◽  
Team Decision ◽  
And Performance ◽  
The Relationship

Critical decisions are made every day by teams of individuals who must coordinate their activities to achieve effectiveness. Recently, researchers have suggested that shared mental models among team members may help them to make successful decisions. Several avenues for training shared mental models in teams exist, one of which is training in planning behaviors. The relationship between team planning, team shared mental models, and coordinated team decision making and performance is explored.

A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

2016 ◽  
Vol 10 (3) ◽  
pp. 458-479 ◽  
Author(s):  
Xuemei Xie ◽  
Yonghui Wu ◽  
Saixing Zeng
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Knowledge Sharing ◽  
Organizational Innovation ◽  
Transitional Economies ◽  
Team Cohesion ◽  
Innovation Performance ◽  
Content Type ◽  
Team Decision Making ◽  
Team Decision

Purpose This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

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