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.

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.

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.

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.

Individual Priming in Virtual Team Decision-Making

2013 ◽  
Vol 22 (5) ◽  
pp. 873-896 ◽  
Author(s):  
Valerie L. Bartelt ◽  
Alan R. Dennis ◽  
Lingyao Yuan ◽  
Jordan B. Barlow
Keyword(s):  
Decision Making ◽  
Virtual Team ◽  
Team Decision Making ◽  
Team Decision

Virtual Team Decision Making: The Value of Team Intuition and its Enabling Media Capabilities

2021 ◽  
Vol 2021 (1) ◽  
pp. 14345
Author(s):  
Robert Fuller ◽  
Dusya Vera ◽  
Codou Samba ◽  
David W. Williams
Keyword(s):  
Decision Making ◽  
Virtual Team ◽  
Team Decision Making ◽  
Team Decision

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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