The Conceptual Model of Influencing Factors and Influencing Mechanism on Team Decision-Making Quality Mediated by Information Sharing

Peihua Dai

Southwest Jiaotong University, Chengdu, China; Chongqing Technology and Business University, Chongqing, China..

DOI: 10.4236/ib.2013.54015                

Abstract

Searching for the influencing factors on team decision-making quality is the hot issue in academic circles and business circles. Based on summarizing the main influencing factors on team decision-making quality, this thesis divides the main influencing factors into team composition factors and team process factors and researches the internal relationship between them. Targeted at the field decision making, this thesis analyzes the influencing process of the main factors on decision-making quality, and constructs the conceptual model of “influencing factors-information sharing-decision-making quality”. This model not only combines the main influencing factors correctly, but also exposes the “black box” between the influencing factors and decision-making quality in field decision making, which can make up for no relative research for the field decision making in the previous studies.

Keywords

Decision-Making Quality; Composition Factors; Process Factors; Information Sharing

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	N. L. Kerr and R. S. Tindale, “Group Performance and Decision Making,” Annual Review of Psychology, Vol. 55, No. 1, 2004, pp. 623-655. http://dx.doi.org/10.1146/annurev.psych.55.090902.142009
[2]	G. Stasser, “Computer Simulation as Research Tool: The Discuss Model of Group Decision-Making,” Journal of Applied Social Psychology, Vol. 23, No. 5, 1988, pp. 126-139.
[3]	G. Stasser, “Information Salience and the Discovery of Hidden Profiles by Decision-Making Group: A ‘Thought Experiment’,” Organizational Behavior and Human Decision Processes, Vol. 52, No. 1, 1992, pp. 156-181. http://dx.doi.org/10.1016/0749-5978(92)90049-D
[4]	J. R. Larson, P. C. Foster-Fishiman and C. B. Keys, “Discussion of Shared and Unshared Information in Decision-Making Groups,” Journal of Personality and Social Psychology, Vol. 67, No. 3, 1994, pp. 446-461. http://dx.doi.org/10.1037/0022-3514.67.3.446
[5]	G. DeSancits and R. B. Gallupe, “A Foundation for the Study of Group Decision Support System,” Management Science, Vol. 33, No. 5, 1987, pp. 589-609. http://dx.doi.org/10.1287/mnsc.33.5.589
[6]	D. D. Steward and G. Stasser, “The Sampling of Critical, Unshared Information in Decision-Making Group: The Role of an Informed Minority,” European Journal of Social Psychology, Vol. 28, No. 1, 1998, pp. 95-113. http://dx.doi.org/10.1002/(SICI)1099-0992(199801/02)28:1<95::AID-EJSP847>3.0.CO;2-0
[7]	L. Lu, Y. C. Yuan and P. L. Mcleod, “Twenty-Five Years of Hidden Profiles in Group Decision Making: A Meta-Analysis,” Personality and Social Psychology Review, Vol. 16, No. 1, 2012, pp. 54-75. http://dx.doi.org/10.1177/1088868311417243
[8]	J. A. LePine, J. R. Hollenbeck, et al., “Effects of Individual Differences on the Performance of Hierarchical Decision-Making Teams,” Journal of Applied Psychology, Vol. 82, No. 5, 1997, pp. 803-811. http://dx.doi.org/10.1037/0021-9010.82.5.803
[9]	P. Zarnoth and J. A. Sniezek, “The Social Influence of Condidentce in Group Decision Making,” Journal of Experimental Social Psychology, Vol. 33, No. 4, 1997, pp. 345-366. http://dx.doi.org/10.1006/jesp.1997.1326
[10]	A. P. Ellis, “System Breakdown: The Role of Mental Models and Transactive Memory in the Relationship between Acute Stress and Team Performance,” Academy of Management Journal, Vol. 49, No. 3, 2006, pp. 576-589. http://dx.doi.org/10.5465/AMJ.2006.21794674
[11]	J. D. Dennis, “Effects of Cognitive Ability, Task Knowledge, Information Sharing, and Conflict on Group Decision-Making Effectiveness,” Small Group Research, Vol. 30, No. 5, 1999, pp. 608-634.
[12]	E. F. Harrison and M. A. Pelletier, “Foundations of Strategic Decision Effectiveness,” Management Decision, Vol. 36, No. 3, 1998, pp. 147-159. http://dx.doi.org/10.1108/00251749810208931
[13]	B. J. Olson, S. Parayitam and Y. J. Bao, “Strategic Decision Making: The Effects of Cognitive Diversity, Conflicts and Trust on Decision Outcomes,” Journal of Management, Vol. 33, No. 2, 2007, pp. 196-222. http://dx.doi.org/10.1177/0149206306298657
[14]	K. Lewin, R. Lippit and R. K. White, “Pattens of Aggressive Behavior in Experimentally Created ‘Social Climates’,” Journal of Social Psychology, Vol. 10, 1939, pp. 271-279.
[15]	M. G. Cruz, D. D. Henningsen and B. A. Smith, “The Impact of Directive Leadership on Group Information Sampling, Decision, and Percetions of the Leader,” Communication Research, Vol. 26, No. 3, 1999, pp. 349-369. http://dx.doi.org/10.1177/009365099026003004
[16]	E. Kushell and R. Newton, “Gender, Leadership Style and Subordinate Satisfaction: An Experiment,” Sex Roles, Vol. 14, No. 3-4, 1986, pp. 203-209. http://dx.doi.org/10.1007/BF00288249
[17]	McKee, “An Organizational Learning Approach to Product Innovation,” Journal of Product Innovation Management, Vol. 9, No. 3, 1992, pp. 235-245.
[18]	R. S. Dooley and G. E. Fryxell, “Attaining Decision Quality and Commitment from Dessent: The Moderating Effects of Loyalty and Competence in Strategic Decision Making Teams,” Academy of Management Journal, Vol. 42, No. 4, 1999, pp. 389-402. http://dx.doi.org/10.2307/257010
[19]	K. A. Jehn, “Enhancing Effectiveness: An Investigation of Advantages and Disadvantages of Value-Based Intragroup Conflict,” International Journal of Conflict Management, Vol. 5, No. 3, 1994, pp. 223-238. http://dx.doi.org/10.1108/eb022744
[20]	A. C. Amason, “Distinguishing the Effects of Functional and Dysfunctional Conflicts on Strategic Decision Making: Resolving a Paradox for Top Management Teams,” Academy of Management Journal, Vol. 39, No. 1, 1996, pp. 123-148. http://dx.doi.org/10.2307/256633
[21]	K. A. Jehn, “A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict,” Administrative Science Quarterly, Vol. 40, No. 2, 1995, pp. 256-282. http://dx.doi.org/10.2307/2393638
[22]	O. Jansssen, E. Van de Vliert and C. Veenstra, “How Task and Person Conflict Shape the Role of Positive Interpdependence in Management Groups,” Journal of Management, Vol. 25, No. 2, 1999, pp. 117-141. http://dx.doi.org/10.1016/S0149-2063(99)80006-3
[23]	T. W. Porter and B. S. Lilly, “The Effects of Conflicts, Trust and Task Commitment on Project Team Performance,” International Journal of Conflict Management, Vol. 7, No. 4, 1996, pp. 361-376. http://dx.doi.org/10.1108/eb022787
[24]	D. Tjosvold, “Managerial Implications of Controversy Research,” Journal of Management, No. 11, 1985, pp. 221-238.
[25]	C. R. Schwenk, “Effects of Devil’s Advocacy and Dialectical Inquiry on Decision Making: A Meta-Analysis,” Organizational Behavior and Human Decision Processes, Vol. 47, No. 1, 1990, pp. 161-176. http://dx.doi.org/10.1016/0749-5978(90)90051-A
[26]	D. M. Schweiger, W. R. Aandberg and J. W. Ragan, “Group Approaches for Improving Strategic Decision Making: A Comparative Analysis of Dialectical Inquiry, Devil’s Advocacy and Consensus,” Academy of Management Journal, Vol. 29, No. 1, 1986, pp. 51-71. http://dx.doi.org/10.2307/255859
[27]	D. Timmermans and C. Vlek, “Effects on Decision Quality of Supporting Multi-Attribute Evaluation in Groups,” Organizational Behavior and Human Decision Process, Vol. 68, No. 2, 1996, pp. 158-170. http://dx.doi.org/10.1006/obhd.1996.0096
[28]	G. DeSancits and R. B. Gallupe, “A Foundation for the Study of Group Decision Support Systems,” Management Science, Vol. 33, No. 5, 1987, pp. 589-609. http://dx.doi.org/10.1287/mnsc.33.5.589
[29]	S. G. Rock, et al., “Group Decision Making and Perceived Decision Success: The Role of Communication Medium,” Group Dynamics, Vol. 9, No. 1, 2005, pp. 15-31. http://dx.doi.org/10.1037/1089-2699.9.1.15
[30]	R. Hightower, et al., “The Impact of Computer-Mediated Communication Systems on Biased Group Discussion,” Computers in Human Behavior, Vol. 11, No. 1, 1995, pp. 33-44. http://dx.doi.org/10.1016/0747-5632(94)00019-E
[31]	S. K. Lam and J. Schaubroeck, “Improving Group Decision by Better Pooling Information: A Comparative Advantage of Group Decision Support System,” Journal of Applied Psychology, Vol. 85, No. 4, 2000, pp. 565-573. http://dx.doi.org/10.1037/0021-9010.85.4.565
[32]	S. Mohammed, et al., “Team Mental Models in a Team Knowledge Framework: Expanding Theory and Measurement across Disciplinary Boundaries,” Journal of Organization Behavior, Vol. 22, No. 2, 2001, pp. 89-106.
[33]	M. A. Cronin and L. R. Weingart, “Representational Gaps, Information Processing and Conflict in Functionally Diverse Teams,” Academy of Management Review, Vol. 32, No. 3, pp. 761-773. http://dx.doi.org/10.5465/AMR.2007.25275511
[34]	D. C. Hambrick, T. S. Cho and M. J. Chen, “The Influence of Top Management Heterogeneity on Firm’s Competitive Moves,” Administrative Science Quarterly, Vol. 41, No. 4, 1996, pp. 659-684. http://dx.doi.org/10.2307/2393871
[35]	K. Lovelace, et al., “Maximizing Cross-Functional New Product Teams’ Innovativeness and Constraint Adherence: A Conflict Communications Perspective,” Academy of Management Journal, Vol. 44, No. 4, 2001, pp. 779-793. http://dx.doi.org/10.2307/3069415