A Review of Computerized Team Performance Measures to Identify Military-Relevant, Low-to-Medium Fidelity Tests of Small Group Effectiveness during Shared Information Processing

ABSTRACT Teamwork and team incentives are increasingly prevalent in modern organizations. Performance measures used to evaluate individuals' contributions to teamwork are often non-verifiable. We study a principal-multi-agent model of relational (self-enforcing) contracts in which the optimal contract resembles a bonus pool. It specifies a minimum joint bonus floor the principal is required to pay out to the agents, and gives the principal discretion to use non-verifiable performance measures to both increase the size of the pool and to allocate the pool to the agents. The joint bonus floor is useful because of its role in motivating the agents to mutually monitor each other by facilitating a strategic complementarity in their payoffs. In an extension section, we introduce a verifiable team performance measure that is a noisy version of the individual non-verifiable measures, and show that the verifiable measure is either ignored or used to create a conditional bonus floor.

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COGNITIVE DIVERSITY AND TEAM PERFORMANCE: THE ROLES OF TEAM MENTAL MODELS AND INFORMATION PROCESSING.

Academy of Management Proceedings ◽

10.5465/ambpp.2010.54484962 ◽

2010 ◽

Vol 2010 (1) ◽

pp. 1-6 ◽

Cited By ~ 3

Author(s):

MARIEKE C. SCHILPZAND ◽

LUIS L. MARTINS

Keyword(s):

Information Processing ◽

Mental Models ◽

Team Performance ◽

Cognitive Diversity ◽

Team Mental Models

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Selected Team Performance Measures In A C3 Environment: An Annotated Bibliography

PsycEXTRA Dataset ◽

10.1037/e535612006-001 ◽

1989 ◽

Author(s):

Douglas R. Eddy

Keyword(s):

Performance Measures ◽

Team Performance ◽

Annotated Bibliography

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Using Organizational Information Processing Theory to Examine the Relationship between Information Sharing and Supply Chain Performance

Supply Chain Optimization, Management and Integration ◽

10.4018/978-1-60960-135-5.ch016 ◽

2011 ◽

pp. 230-240

Author(s):

Clay Posey

Keyword(s):

Supply Chain ◽

Information Processing ◽

Supply Chains ◽

Information Sharing ◽

Information Processing Theory ◽

Processing Theory ◽

Organizational Information ◽

Shared Information ◽

Organizational Information Processing Theory ◽

New Perspective

Supply chains operate under conditions of uncertainty, and chain members exchange information as a means to mitigate such uncertainty within the chain. While these exchanges have largely been viewed as a positive method of achieving operational cohesion, some supply chains appear to benefit more from increased levels of information sharing than others. To assist in explaining the performance differences experienced by supply chains engaged in information-sharing activities, a new perspective of information sharing within supply chains based on organizational information processing theory (Galbraith, 1973) is introduced. More specifically, it is posited that individual supply chains may be examined as single information processors and that their characteristics can induce complexities in the shared information—ultimately an issue that affects how supply chains process this information. Furthermore, the degree to which supply-chain members’ information systems are compatible with each other is posited to also play a significant role in information-processing capabilities.

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Section 6.c Introduction

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2017.230 ◽

2019 ◽

Vol 1 (1) ◽

Author(s):

Mark A CLARK ◽

Daniel GRAFF ◽

Alice COMI ◽

Fan FEI

Keyword(s):

Information Processing ◽

Team Performance ◽

Epistemological Beliefs ◽

Design Teams ◽

Information Function ◽

Process Information ◽

Design Work ◽

Team Members ◽

Work Related ◽

Sustainable Products

Designers often work in teams to develop new services and products through leveraging the knowledge and ideas of multiple members. Design work requires teams to not only understand each other’s perspective, but also integrate their knowledge in an innovative outcome. Yet team members often struggle to process information across their different perspectives; and ultimately fail to produce creative and sustainable products and services. Different epistemological beliefs, concerns, and languages make such process very difficult. And while information processing in design teams is acknowledged as a key mediator through which a team’s diversity of information, function, and work-related background influences team performance, the mechanism for integrating diverse knowledge is not clear.

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Delay and Deadlines: Freeriding and Information Revelation in Partnerships

American Economic Journal Microeconomics ◽

10.1257/mic.6.2.163 ◽

2014 ◽

Vol 6 (2) ◽

pp. 163-204 ◽

Cited By ~ 17

Author(s):

Arthur Campbell ◽

Florian Ederer ◽

Johannes Spinnewijn

Keyword(s):

Performance Measures ◽

Team Performance ◽

Private Information ◽

Comparative Statics ◽

Information Revelation ◽

Communication Partners

We study two sources of delay in teams: freeriding and lack of communication. Partners contribute to the value of a common project, but have private information about the success of their own efforts. When the deadline is far away, unsuccessful partners freeride on each others' efforts. When the deadline draws close, successful partners stop revealing their success to maintain their partners' motivation. We derive comparative statics results for common team performance measures and find that the optimal deadline maximizes productive efforts while avoiding unnecessary delays. Welfare is higher when information is only privately observable rather than revealed to the partnership.(JEL D82, D83, L26, M54, O30)

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