A meta-analytic investigation of virtuality and information sharing in teams

We uncover new insights on the role of virtuality on team information sharing. A new two-dimensional conceptualization of information sharing (Mesmer-Magnus & DeChurch, 2009) enabled us to reconcile past inconsistencies in the virtual team literature. Recasting the findings of 94 studies (total number of groups = 5596; total N approximately = 19,702) into this framework reveals three key insights. First, virtuality improves the sharing of unique information, but hinders the openness of information sharing. Second, unique information sharing is more important to the performance of face-to-face teams than is open information sharing, whereas open information sharing is more important to the performance of virtual teams than is unique information sharing. Third, the effects of virtuality on information sharing are more curvilinear than linear – such that low levels of virtuality improve information sharing, but high levels hider it. Implications for research and practice are discussed.     

The good,the bad and the ugly thing to do when sharing information: Revealing,concealing and lying depend on social motivation,distribution and importance of information

Research on information sharing in group decision-making has widely assumed a cooperative context and focused on the exchange of shared or unshared information in the hidden profile paradigm (36 and 37), neglecting the role of information importance. We argue that information sharing is a mixed-motive conflict setting that gives rise to motivated strategic behavior. We introduce a research paradigm that combines aspects of the traditional information sampling paradigm with aspects of a public good dilemma: the information pooling game. In three experiments, we show that information sharing is strategic behavior that depends on people’s pro-social or pro-self motivation, and that people consider information sharedness and information importance when deciding whether to reveal, withhold, or falsify their private or public information. Pro-social individuals were consistently found to honestly reveal their private and important information, while selfish individuals strategically concealed or even lied about their private and important information.     

Cognitive effects of racial diversity: White individuals’ information processing in heterogeneous groups

Two experiments tested the hypothesis that mere anticipation of membership in a racially heterogeneous group can lead White individuals to exhibit more thorough information processing. In Study 1 White participants who expected to discuss a race-relevant topic with a racially diverse group exhibited better comprehension of topical background readings than did Whites assigned to all-White groups. Study 2 replicated these results and indicated that the processing effects were attributable in part to an increase in race-relevant thought activation among White individuals in a diverse setting. No such anticipatory effects of racial composition were observed for Whites expecting to discuss race-neutral topics. Taken together, these studies render untenable the assumption that the observable effects of racial diversity are wholly attributable to the novel contributions of non-White group members. More generally, they emphasize the need for additional empirical investigation of the cognitive processes through which racial heterogeneity influences individual and group performance.     

The pursuit of missing information in negotiation

A large body of research has focused on how people exchange and use information during the negotiation process. This work tends to treat information as if it all were readily available upon request. The current research investigated how delays in the pursuit of missing information can influence people’s ex-ante priorities and the final settlements they reach. Study 1 found that negotiators achieved more value on an issue after seeking missing information about that issue compared to when the same information was readily accessible. Study 2 found that the effect of searching for information on outcomes was mediated by changes in how important negotiators perceived the issue to be. Theoretical and practical implications are discussed.     

Strategic demonstration of problem solutions by groups: The effects of member preferences,confidence, and learning goals

Research indicates that groups perform best, and their members learn the most, when they solve problems with demonstrably correct solutions. These outcomes are often attributed to correct members demonstrating to incorrect members how to solve such problems. However, because few studies have directly observed group interaction (Moreland, Swanenburg, Flagg, & Fetterman, 2010), the extent to which correct members actually demonstrate problem solutions remains unclear. Assuming that groups are strategic and desire to solve problems both accurately and efficiently, we predicted that initially correct minorities would be more likely than initially correct majorities to demonstrate problem solutions. Results from two studies support this prediction, in the form of member behavioral intentions (Study 1) and observed group interaction processes (Study 2). Study 1 also highlights the role of confidence in this effect, while Study 2 reveals that demonstration is overall more likely when groups have a goal that encourages member learning.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

Gender differs: Modelling knowledge sharing from a perspective of social network ties

The present paper proposes a model of knowledge sharing, in which coworker congruence, outcome interdependence, perceived organizational support, and procedural justice influence knowledge sharing indirectly through the mediation of instrumental ties and expressive ties, and examined gender differences in causal connections within the model. In a sample of employees in Taiwan, it was shown that the influence of instrumental ties on knowledge sharing is stronger for females than for males; the influence of expressive ties on knowledge sharing is stronger for males than for females; the influence of coworker congruence on expressive ties is stronger for females than for males; the influence of outcome interdependence on instrumental ties is stronger for females than for males; and the influence of perceived organizational support on instrumental ties is stronger for males than for females.     

Motivated information processing and group decision-making: Effects of process accountability on information processing and decision quality

Integrating dual-process models [Chaiken, S., & Trope, Y. (Eds.). (1999). Dual-process theories in social psychology. NewYork: Guilford Press] with work on information sharing and group decision-making [Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making: biased information sampling during discussion. Journal of Personality and Social Psychology, 48, 1467-1478.], we predicted that groups with high epistemic motivation engage in more information-driven and less preference-driven interaction, and achieve better decisions. An experiment manipulating process accountability showed that groups under process accountability experienced greater need for more information, repeated unshared information more often, and more often chose the correct decision alternative. Mediation analysis established that epistemic motivation produced high quality decisions because it stimulated systematic information processing. Results also revealed that preference heterogeneity stimulated information-driven interaction and led to higher decision quality.     

From thinking about what might have been to sharing what we know: The effects of counterfactual mind-sets on information sharing in groups

We hypothesized that the activation of a counterfactual mind-set minimizes group decision errors caused by the failure of groups to discuss unshared, uniquely held information. In two experiments, we manipulated the salience of counterfactual thoughts in a pre-task scenario and then had groups of three individuals discuss a murder mystery case. In both experiments, counterfactual mind-sets increased the discussion of unshared information and helped groups to identify the correct murder suspect. These results emerged regardless of whether the direction of the counterfactual thoughts was upward (Experiment 1) or downward (Experiment 2), suggesting that it is the process of thinking counterfactually, and not the content of the counterfactuals, that improves group decision making.     

The rubber hand illusion depends on a congruent mapping between real and artificial fingers

The rubber hand illusion (RHI), in which a visible artificial hand is touched (or moves) synchronously with the participant's unseen own hand, indicates that body representations can undergo rapid changes. While several constraints for this illusion have been described, some reports highlight a remarkable flexibility of body representations, even contradicting a priori assumptions regarding body appearance and anatomy (e.g., the subjective embodiment of a third arm).     

Selective exposure and decision framing: The impact of gain and loss framing on confirmatory information search after decisions

When people make decisions, they often prefer to receive information that supports rather than conflicts with their decision. To date, this effect has mainly been investigated in the context of decisions about gains, whereas decisions about losses have received less attention. Based on Prospect Theory, we expected information search to be differently affected by whether people previously have decided about gains or losses. Three studies have revealed that selectivity of information search is stronger after gain-framed rather than after loss-framed decision problems. An investigation of the underlying psychological processes revealed that gain decisions are made with increased subjective decision certainty (i.e. they are easier and less effortful to make), which in turn systematically increases confirmatory information search.     

The relationship between information processing style and information seeking,and its moderation by affect and perceived usefulness: Analysis vs. procrastination

We examined the relationship between information processing style and information seeking, and its moderation by anxiety and information utility. Information about Salmonella, a potentially commonplace disease, was presented to 2960 adults. Two types of information processing were examined: preferences for analytical or heuristic processing, and preferences for immediate or delayed processing. Information seeking was captured by measuring the number of additional pieces of information sought by participants. Preferences for analytical information processing were associated positively and directly with information seeking. Heuristic information processing was associated negatively and directly with information seeking. The positive relationship between preferences for delayed decision making and information seeking was moderated by anxiety and by information utility. Anxiety reduced the tendency to seek additional information. Information utility increased the likelihood of information seeking. The findings indicate that low levels of anxiety could prompt information seeking. However, information seeking occurred even when information was perceived as useful and sufficient, suggesting that it can be a form of procrastination rather than a useful contribution to effective decision making.     

The role of formal information sharing in key account team effectiveness: does informal control matter and when

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.     

The psychological costs of knowledge specialization in groups: Unique expertise leaves you out of the loop

Knowledge specialization, such as that present in cross-functional teams, produces both positive and negative outcomes. Our research investigated how unique expertise can lead to feelings of ostracism in the form of being out of the loop. Compared to group members with shared expertise, members with unique expertise felt out of the loop and experienced decreased fulfillment of fundamental needs, particularly when their expertise was to be given less weight in the group’s decision. Possessing unique expertise did not inhibit leadership emergence, even when that expertise should not have been used in the decision-making process. So, although knowledge specialization can have positive consequences for teams and task performance, it also has some negative psychological consequences that need to be understood.     

From Poisson shot noise to the integrated Ornstein-Uhlenbeck process: Neurally principled models of information accumulation in decision-making and response time

In the diffusion model of decision-making, evidence is accumulated by a Wiener diffusion process. A neurally motivated account of diffusive evidence accumulation is given, in which diffusive accumulation arises from an interaction between neural integration processes operating on short and long time scales. The short time scale process is modeled as a Poisson shot noise process with exponential decay. Stimulus information is coded by excitatory-inhibitory shot noise pairs. The long time scale process is modeled as algebraic integration, possibly implemented as a first-order autoregressive process realized by recurrent connections within a population of neurons. At high intensities, an excitatory-inhibitory shot noise pair converges weakly to an Ornstein-Uhlenbeck (OU) velocity process. The integrated OU process, or OU displacement process, obtained by integrating the velocity process over time, is indistinguishable at long times from the Wiener process. Diffusive information accumulation may therefore be characterized as an integrated OU process whose properties mimic those of the Wiener process.     

Emotional intelligence,cognitive ability and information search in tactical decision-making

Emotional intelligence (EI) may promote more effective decision-making under stress. In the present study, 167 participants completed a situation judgment test for EI, and performed a decision-making task based on an Antarctic rescue scenario. Participants were assigned to either a negative or neutral feedback group. Negative feedback significantly increased distress and impaired decision-making. EI failed to moderate the impacts of negative feedback, but higher EI was associated with greater information-search activity irrespective of feedback condition. It is concluded that ability EI may have a motivational component that may support more exhaustive analysis of both social and non-social stimuli.     

Producing a change from competition to sharing: effects of large and adjusting response requirements

Pairs of high-school students matched-to-sample for money. On each trial, the first pair member to complete a fixed ratio of knob-pulling responses could work the matching problem on that trial. Competition occurred when both pair members responded for the problem. Sharing occurred when only one pair member responded on each trial, and the subjects alternated trials. Hence, sharing requires less responding and still allows a moderate number of reinforcers for each subject. Recent research has shown that increasing the response requirement to the point that it may have aversive properties will produce a change from competition to sharing. A related variable is an adjusting schedule that adjusts the subjects' response requirements so that their abilities to take reinforcers are equal. In this way, subjects might learn that competition requires more responding but produces no more reinforcers. However, recent research also suggests that competition decreases over sessions without experimental manipulations. Because of this possibility of a time-related variable, ratio size and an adjusting schedule were studied in a group design. Competition did decrease for all groups over sessions, but the large-ratio groups switched from competition to sharing sooner than the low-ratio groups. The adjusting schedule had a similar but smaller effect.     

Productive conflict in group decision making: genuine and contrived dissent as strategies to counteract biased information seeking

Decision-making groups in organizations are often expected to function as a “think tank” and to perform “reality testing” to detect the best alternative. A biased search for information supporting the group's favored alternative impairs a group's ability to fulfill these requirements. In a two-factorial experiment with 201 employees and managers from various economic and public organizations, genuine and contrived dissent were investigated as counterstrategies to biased information seeking. Genuine dissent was manipulated by forming three-person groups whose members either all favored the same alternative individually (homogeneous groups) or consisted of a minority and a majority faction with regard to their favored alternative (heterogeneous groups). Contrived dissent was varied by the use or nonuse of the “devil's advocacy” technique. The results demonstrate that heterogeneity was more effective in preventing a confirmatory information-seeking bias than devil's advocacy was. Confidence was identified as an important mediator. Implications for the design of interventions aimed at facilitating reality testing in group decision making are discussed.     

The effects of incentives and instructions on children's allocation of study time

So far, research on children's allocation of study time has shown that, even though most young children can distinguish between easy and hard learning materials, they do not use this knowledge for further regulation of study time. To explore possible underlying mechanisms, we examined whether task characteristics can be created that facilitate children's appropriate use of study time. We investigated the effects of incentives and instructions (accuracy vs. speed emphasized) in 69 seven-year-old and 79 nine-year-old children's self-paced study times for easy (highly associated) and hard (unrelated) item pairs. Overall, the results confirm the findings obtained in previous studies, with older children differentiating more between easy and difficult learning materials in their study time. Regarding the effects of instructions, the study revealed that only 9-year-olds studied significantly longer when accuracy was emphasized. In contrast to our expectations, this increase in study time was not accompanied by an increase in subsequent recall. No differences in the study times were found as a function of presence/absence of incentives. The results are discussed both in terms of developmental progression taking place and in terms of the general theory of self-paced study time.     

Sad-and-social is not smart: The moderating effects of social anticipation on mood and information processing

We examined if anticipating working collectively, rather than individually, moderates the effects of mood on information processing through (a) distraction, (b) loafing, and/or (c) task engagement. When participants anticipated working collectively, rather than individually, those in sad moods became distracted by the social elements of the task, resulting in a reduced information focus. In contrast, those in happy moods became engaged in the collective task, increasing their intended effort, raising their information focus, and improving their performance on the task. Social loafing effects did not occur. Mediation analyses revealed that these effects were due to changes in information focus, not social focus or intended effort.