Voice Climate, TMX, and Task Interdependence: A Team-Level Study

2018 ◽  
Vol 50 (2) ◽  
pp. 199-226
Author(s):  
Jinyun Duan ◽  
Yue Xu ◽  
M. Lance Frazier
Keyword(s):  
Decision Making ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Task Interdependence ◽  
Innovative Performance ◽  
Team Decision Making ◽  
Mediation Analyses ◽  
Team Member Exchange ◽  
Team Decision ◽  
The Relationship

Drawing on social exchange theory, the current research hypothesizes voice climate as a mediator of the relationship between team-member exchange (TMX) and both team decision-making effectiveness and innovative performance. Furthermore, we propose that task interdependence moderates the mediational relationship between TMX, voice climate, team decision-making effectiveness, and innovative performance. Survey results based on 294 members and their leaders from 73 entrepreneur teams demonstrated that TMX is positively related to voice climate and the two outcome variables. In addition, the relationships between TMX and both decision-making effectiveness and innovative performance are mediated by voice climate perceptions, respectively. Task interdependence moderated the relationship between TMX and voice climate, whereas moderated-mediation analyses indicated that the mediational relationship between TMX, voice climate, and both outcomes is stronger when task interdependence is high rather than low.

The Effects of Conflict on Team Decision Making

2011 ◽  
Vol 39 (2) ◽  
pp. 189-198 ◽  
Author(s):  
Long Cheng ◽  
Zhong-Ming Wang ◽  
Wei Zhang
Keyword(s):  
Decision Making ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Decision Making Process ◽  
Team Decision Making ◽  
Team Decision ◽  
Relationship Of ◽  
The Relationship

The aim in this study was to examine the relationship between task and relationship conflict and their effect on team decision-making. A sample of 120 participants, divided into 40 teams, was recruited. We found that the relationship of task and relationship conflict was moderated by the decision-making process and teams performed better when making good use of task conflict, while relationship conflict was reduced.

Two-path model of information sharing in new product development activities

2019 ◽  
Vol 36 (3) ◽  
pp. 312-326 ◽  
Author(s):  
Shiwen Luo ◽  
Jie Wang ◽  
Yuchun Xiao ◽  
David Yoon Kin Tong
Keyword(s):  
Decision Making ◽  
Product Development ◽  
Information Sharing ◽  
New Product Development ◽  
New Product ◽  
Team Decision Making ◽  
Common Information ◽  
Unique Information ◽  
Team Decision ◽  
The Relationship

To explore the mechanism of information sharing in new product development activities, 180 participants from 60 teams were invited to attend a simulation experiment. The results showed that unique information and common information are indispensable in new product development activities, and both of them have significant impact on team decision-making, but unique information is more significant than common information. At the same time, they were found to function in team decision-making through team cognition. That is, transactive memory systems played a mediating role in the relationship between unique information sharing and team decision-making, and shared mental models played a mediating role in the relationship between common information sharing and team decision-making. The experiment also showed that the relationship between unique information sharing and transactive memory systems was strengthened, while the relationship between common information sharing and shared mental models did not change significantly in the context of team psychological safety. By revealing the mechanism of information sharing, this experiment provided a useful reference for improving the efficiency and quality of team decision-making in new product development activities.

Six Sigma Project Teams and Rational Decision Making

2017 ◽  
pp. 375-400 ◽  
Author(s):  
Brian J. Galli ◽  
Kathryn A. Szabat ◽  
Mohamad Amin Kaviani
Keyword(s):  
Decision Making ◽  
Six Sigma ◽  
Shared Leadership ◽  
Academic Research ◽  
Strong Relationship ◽  
Past Research ◽  
Team Decision Making ◽  
Practical Applications ◽  
Team Decision ◽  
The Relationship

An understanding of how teams make decisions in the team environment is of utmost importance to organizational leaders. This research aims to determine the relationship that a shared leadership environment has on a team's approach to decision-making. A systematic review of past research efforts has shown that a strong relationship exists between the internal and external conditions of shared leadership and that a strong relationship exists between shared leadership and six sigma team decision-making principles and approaches. Furthermore, a review of the relationship between shared leadership and team decision making techniques has shown that the consensual approach is the most effective method to achieve the functional conditions of shared leadership. Based on the presented research, a model of decision-making in shared leadership environments is proposed for use by teams to determine the type of decision-making method that should be employed as a team's level of shared leadership increases. This model has been shown to have many practical applications for business as well as for academic research.

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.

Improving Team Decision-Making Effectiveness in a Hidden Profile Scenario

2012 ◽  
Author(s):  
Angela Donovan ◽  
Dennis J. Devine ◽  
Paige E. Coulter-Kern ◽  
Aron J. Kale
Keyword(s):  
Decision Making ◽  
Team Decision Making ◽  
Team Decision ◽  
Hidden Profile
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