Decision Accuracy in Computer-Mediated versus Face-to-Face Decision-Making Teams |
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| Institution: | 1. Yale University;2. Michigan State University;1. Department of Emergency Medicine, Brown University, Providence, RI, USA;2. Department of Emergency Medicine and Cardiovascular Research Institute, Integrative Biosciences Center, Wayne State University, Detroit, MI, USA;3. Department of Family Medicine, Brown University, Providence, RI, USA;4. Department of Epidemiology, Brown University, Providence, RI, USA;1. Beijing Jiaotong University, School of Economics and Management, China;2. Northern Illinois University, Department of Economics, United States;1. III. Physikalisches Institut, RWTH Aachen University, 52056 Aachen, Germany;2. Department of Physics and Astronomy, University of Alabama, Tuscaloosa, AL 35487, USA;3. Argonne National Laboratory, Argonne, IL 60439, USA;4. APC, AstroParticule et Cosmologie, Université Paris Diderot, CNRS/IN2P3, CEA/IRFU, Observatoire de Paris, Sorbonne Paris Cité, 75205 Paris Cedex 13, France;5. Centro Brasileiro de Pesquisas Físicas, Rio de Janeiro, RJ, cep 22290-180, Brazil;6. The Enrico Fermi Institute, The University of Chicago, Chicago, IL 60637, USA;7. Centro de Investigaciones Energéticas, Medioambientales y Tecnológicas, CIEMAT, E-28040, Madrid, Spain;8. Columbia University, New York, NY 10027, USA;9. University of California, Davis, CA 95616-8677, USA;10. Physics Department, Drexel University, Philadelphia, PA 19104, USA;11. Hiroshima Institute of Technology, Hiroshima, 731-5193, Japan;12. Department of Physics, Illinois Institute of Technology, Chicago, IL 60616, USA;13. Institute of Nuclear Research of the Russian Academy of Science, Russia;14. Commissariat à l''Energie Atomique et aux Energies Alternatives, Centre de Saclay, IRFU, 91191 Gif-sur-Yvette, France;15. Department of Physics, Kansas State University, Manhattan, KS 66506, USA;p. Department of Physics, Kobe University, Kobe, 657-8501, Japan;q. NRC Kurchatov Institute, 123182 Moscow, Russia;r. Massachusetts Institute of Technology, Cambridge, MA 02139, USA;s. Max-Planck-Institut für Kernphysik, 69117 Heidelberg, Germany;t. Department of Physics, Niigata University, Niigata, 950-2181, Japan;u. University of Notre Dame, Notre Dame, IN 46556-5670, USA;v. IPHC, Université de Strasbourg, CNRS/IN2P3, F-67037 Strasbourg, France;w. SUBATECH, CNRS/IN2P3, Université de Nantes, Ecole des Mines de Nantes, F-44307 Nantes, France;x. Physik Department, Technische Universität München, 85747 Garching, Germany;y. Department of Physics and Astronomy, University of Tennessee, Knoxville, TN 37996, USA;z. Research Center for Neutrino Science, Tohoku University, Sendai 980-8578, Japan;11. Tohoku Gakuin University, Sendai, 981-3193, Japan;12. Department of Physics, Tokyo Institute of Technology, Tokyo, 152-8551, Japan;13. Department of Physics, Tokyo Metropolitan University, Tokyo, 192-0397, Japan;14. Kepler Center for Astro and Particle Physics, Universität Tübingen, 72076 Tübingen, Germany;15. Universidade Federal do ABC, UFABC, Saõ Paulo, Santo André, SP, Brazil;16. Universidade Estadual de Campinas – UNICAMP, Campinas, SP, Brazil;17. Center for Neutrino Physics, Virginia Tech, Blacksburg, VA, USA;18. Laboratoire Neutrino de Champagne Ardenne, domaine d''Aviette, 08600 Rancennes, France |
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| Abstract: | Changes in the way organizations are structured and advances in communication technologies are two factors that have altered the conditions under which group decisions are made. Decisions are increasingly made by teams that have a hierarchical structure and whose members have different areas of expertise. In addition, many decisions are no longer made via strictly face-to-face interaction. The present study examines the effects of two modes of communication (face-to-face or computer-mediated) on the accuracy of teams' decisions. The teams are characterized by a hierarchical structure and their members differ in expertise consistent with the framework outlined in the Multilevel Theory of team decision making presented by Hollenbeck, Ilgen, Sego, Hedlund, Major, and Phillips (1995). Sixty-four four-person teams worked for 3 h on a computer simulation interacting either face-to-face (FtF) or over a computer network. The communication mode had mixed effects on team processes in that members of FtF teams were better informed and made recommendations that were more predictive of the correct team decision, but leaders of CM teams were better able to differentiate staff members on the quality of their decisions. Controlling for the negative impact of FtF communication on staff member differentiation increased the beneficial effect of the FtF mode on overall decision making accuracy. |
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