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(1 - 8 of 8)
- Title
- Can mutual trust explain the diversity-performance relationship? A meta-analysis.
- Creator
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Feitosa Pereira, Jennifer, Salas, Eduardo, Joseph, Dana, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
- Abstract / Description
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Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive...
Show moreTrust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg (&) Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed.
Show less - Date Issued
- 2015
- Identifier
- CFE0005792, ucf:50070
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005792
- Title
- EXAMINING SOCIAL LOAFING WITHIN VIRTUAL TEAMS: THE MODERATING INFLUENCE OF A TEAM'S COLLECTIVE ORIENTATION.
- Creator
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Cotter, Seth, Salas, Eduardo, University of Central Florida
- Abstract / Description
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Social loafing is a growing concern for modern organizations. With advancement in computer technology, virtual tools are used more frequently to communicate, which may allow social loafing to occur in new and unfamiliar forms. The intent of this thesis is to examine social loafing through the use of virtual tools, and to analyze whether collective orientation has a moderating influence on the relationship between social loafing and virtuality. 30 teams, each containing four participants, were...
Show moreSocial loafing is a growing concern for modern organizations. With advancement in computer technology, virtual tools are used more frequently to communicate, which may allow social loafing to occur in new and unfamiliar forms. The intent of this thesis is to examine social loafing through the use of virtual tools, and to analyze whether collective orientation has a moderating influence on the relationship between social loafing and virtuality. 30 teams, each containing four participants, were randomly assigned to a condition of virtuality (i.e., instant messaging or videoconferencing). Participants then completed a computer simulation task in which social loafing, collective orientation of the team, and team performance were measured.
Show less - Date Issued
- 2013
- Identifier
- CFH0004376, ucf:45013
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFH0004376
- Title
- COLLABORATIVE PROBLEM SOLVING: THE ROLE OF TEAM KNOWLEDGE BUILDING PROCESSES AND EXTERNAL REPRESENTATIONS.
- Creator
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Rosen, Michael, Salas, Eduardo, University of Central Florida
- Abstract / Description
-
This dissertation evaluates the relationship between five team knowledge building processes (i.e., information exchange, knowledge sharing, option generation, evaluation of alternatives, and regulation), the external representations constructed by a team during a performance episode, and performance outcomes in a problem solving task. In a broad range of domains such as the military, and healthcare, team-based work structures used to solve complex problems; however, the bulk of research on...
Show moreThis dissertation evaluates the relationship between five team knowledge building processes (i.e., information exchange, knowledge sharing, option generation, evaluation of alternatives, and regulation), the external representations constructed by a team during a performance episode, and performance outcomes in a problem solving task. In a broad range of domains such as the military, and healthcare, team-based work structures used to solve complex problems; however, the bulk of research on teamwork to date has dealt with behavioral coordination in routine tasks. This leaves a gap in the theory available for developing interventions to support collaborative problem solving, or knowledge-based performance, in teams. Sixty nine three person teams participated in a strategic planning simulation using a collaborative map. Content analysis was applied to team communications and the external representations team members created using the collaborative tool. Regression and multi-way frequency analyses were used to test hypotheses about the relationship between the amount and sequence of team process behaviors respectively and team performance outcomes. Additionally, the moderating effects of external representation quality were evaluated. All five team knowledge building processes were significantly related to outcomes, but only one (i.e., knowledge sharing) in the simple, positive, and linear way hypothesized. Information exchange was negatively related to outcomes after controlling for the amount of acknowledgements team members made. Option generation and evaluation interacted to predict outcomes such that higher levels of evaluation were more beneficial to teams with higher levels of option generation. Regulation processes exhibited a negative curvilinear relationship with outcomes such that high and low performing teams engaged in less regulation than did moderately performing teams. External representation quality moderated a composite team knowledge building process variable such that better external representations were more beneficial for teams with poorer quality processes than for teams with high quality process. Additionally, there were significant differences in the sequence of team knowledge building processes between high and low performing teams as well as between groups based on high and low levels of external representation quality. The team knowledge building process framework is useful for understanding complex collaborative problem solving. However, these processes predict performance outcomes in complex and inter-related ways. Further implications for theories of team performance and applications for training, designing performance support tools, and team performance measurement are discussed.
Show less - Date Issued
- 2010
- Identifier
- CFE0003109, ucf:48627
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0003109
- Title
- Same Fight, Different Player: An Insight into Culture, Information Sharing, and Team Performance.
- Creator
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McCoy, Cecily, Fritzsche, Barbara, Salas, Eduardo, Mouloua, Mustapha, Mangos, Phillip, University of Central Florida
- Abstract / Description
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The purpose of this study was to examine the relations among culture, information sharing, and performance among culturally-homogeneous NATO Officer teams. Forty-eight teams participated from five countries, namely, Bulgaria, Netherlands, Norway, Sweden, and USA. Teams of four participants were randomly assigned to a role and the task was an interdependent computer-based mission using an adapted version of Neverwinter Nights(TM) (Bioware, 2003), where they had to communicate among teammates...
Show moreThe purpose of this study was to examine the relations among culture, information sharing, and performance among culturally-homogeneous NATO Officer teams. Forty-eight teams participated from five countries, namely, Bulgaria, Netherlands, Norway, Sweden, and USA. Teams of four participants were randomly assigned to a role and the task was an interdependent computer-based mission using an adapted version of Neverwinter Nights(TM) (Bioware, 2003), where they had to communicate among teammates and with non-human players to find weapons caches and other mission objectives. Not one individual had all of the information needed to perform the tasks; thus, they needed to share information with each other. The results of the study suggested that total information sharing was related to both team performance and cultural values (Power Distance, Individualism, and Uncertainty Avoidance). Specifically, Situation Update was the information sharing dimension that was significantly related to team performance. In addition, culture moderated the relations between information sharing and team performance. Specifically, there were hypotheses regarding Individualism moderating the relations between (a) Supporting Behavior, (b) Information Exchange, and (c) Reinforcement / Punishment and team performance. The results were that for high Individualists, the more supporting behavior, the better the teams performed. For low Individualists, the more supporting behavior, the worse the teams performed (-)a finding that was in the opposite direction than hypothesized. In support of the hypotheses, for high Individualists, as Information Exchange and Reinforcement / Punishment increased, team performance also increased. Conversely, for low Individualists, as Information Exchange and Reinforcement / Punishment increased, team performance decreased. A Task Direction x Power Distance interaction was also hypothesized and supported. Task Direction was positively related to team performance for high-Power Distance teams. For low-Power Distance teams, an increase in task direction was associated with a decrease in team performance. In addition, the effective teams exchanged more information and communicated similarly during the beginning, middle, and end of the missions. Moreover, high-Individualist teams were more successful and spent more time communicating about Planning in the beginning, and Situation Update for both the middle and end of the task. In contrast, teams low on Individualism spent more time communicating about Planning for all three phases of the task. There were also interesting rank differences in Information Sharing between senior and junior Norwegian Officers that are noteworthy. Study limitations, contributions, and practical implications for military teams and similar career fields were discussed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004716, ucf:49806
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004716
- Title
- Where's the Boss? The Influences of Emergent Team Leadership Structures on Team Outcomes in Virtual and Distributed Environments.
- Creator
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Porter, Marissa, Salas, Eduardo, Jentsch, Florian, Joseph, Dana, Burke, Shawn, University of Central Florida
- Abstract / Description
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The influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by...
Show moreThe influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by differences in conceptualizing such structures. Specifically, the goals of this study were threefold. First, this study investigated how the physical distribution of members may impact perceptions of team leadership structure, depending on virtual tool type utilized for communicating. Second, this study explored how different indices of team leadership structure may have different influences on team outcomes, specifically in terms of conceptualizing the degree to which multiple members are perceived as collectively enacting particular leadership behaviors via a network density metric, and conceptualizing team leadership in regards to the specialization of members into particular behavioral roles, as captured via role distance and role variety indices. Finally, this study expanded on current research regarding team leadership structure by examining how the collective enactment of particular leadership (i.e., structuring/planning, problem solving, supporting social climate) behaviors may facilitate specific teamwork processes (i.e., transition, action, interpersonal), leading to enhanced team performance, as well as how leadership role specialization may impact overall teamwork and team performance.Findings from a laboratory study of 188 teams participating in a simulated decision making task reveal a significant interaction for the influences of physical distribution and virtuality on perceptions of leadership structure, such that less distributed teams (i.e., those with fewer isolated members) were more likely to perceive their distributed members as participating in the collective enactment of necessary leadership responsibilities when communicating via richer media (i.e., videoconferencing, teleconferencing) than less rich media (i.e., instant messaging). However, virtuality and distribution did not impact the degree to which members were perceived as specializing in a particular leadership role, or the overall variety of leadership roles being performed. In terms of team outcomes, the perceived collective enactment of leadership emanating from distributed team members significantly predicted teamwork, while the perceived collective leadership of collocated members did not have a significant impact. Specifically, greater distributed team member involvement in the collective enactment of structuring/planning leadership positively impacted team transition processes, while the collective enactment of supporting the social climate positively predicted team interpersonal processes. Although the relationship between perceived leadership role specialization, in terms of role distance and role variety, and team performance was mediated by overall teamwork processes as expected, leadership role specialization had a negative impact on overall teamwork. Finally, while team action processes did not serve to mediate the relationship between perceived problem solving network density and team performance, team transition processes mediated the relationships between the collective enactment of structuring/planning for distributed members and team performance. The collective enactment of supporting the social climate by distributed team members and its relationship to team performance was also mediated by interpersonal teamwork processes. Together, these results reveal the importance in considering context, specifically virtuality and physical distribution, when designing, developing and maintaining effective team leadership, teamwork, and team performance. Furthermore, they provide unique insight regarding how different configurations of leadership may be possible in teams. Study limitations, practical implications, and recommendations for future research and practice are further discussed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004911, ucf:49603
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004911
- Title
- COMMUNICATION MODALITY AND AFTER ACTION REVIEW PERFORMANCE IN A DISTRIBUTED IMMERSIVE VIRTUAL ENVIRONMENT.
- Creator
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Kring, Jason P., Salas, Eduardo, University of Central Florida
- Abstract / Description
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Virtual teams, in which geographically separate individuals interact via a technology bridge to perform collective activities, are becoming commonplace in the military, business, and education. Despite numerous benefits, virtual teams often lack face-to-face (FTF) interaction which may alter communication processes and subsequently affect team factors necessary for successful performance. Previous research indicated local teams, with members at the same physical location, outperformed...
Show moreVirtual teams, in which geographically separate individuals interact via a technology bridge to perform collective activities, are becoming commonplace in the military, business, and education. Despite numerous benefits, virtual teams often lack face-to-face (FTF) interaction which may alter communication processes and subsequently affect team factors necessary for successful performance. Previous research indicated local teams, with members at the same physical location, outperformed distributed teams, with members at different locations, in a series of military-style missions in an immersive virtual environment (VE). The present study replicated and extended this effort by measuring how communication modality affects three team factors often cited as facilitating performance: shared mental models (SMMs), cohesion (task and interpersonal), and trust (cognitive and emotional). Local teams were expected to again perform better than distributed teams and exhibit greater SMM similarity, cohesion, and trust. Furthermore, a brief team communication training (TCT) program was administered to half of the teams on the premise training would improve distributed team performance. Thirty two, 2-person teams were distributed into four experimental conditions (n = 8) based on location (local vs. distributed) and training (TCT vs. no-TCT) and then conducted five VE missions. Each mission required the team to search a 10-room building for hazardous materials and opposing forces while protecting neutral bystanders. Results showed local teams again performed better than distributed teams on overall mission performance, however the difference was less robust than anticipated. Analyses of the three team factors revealed a main effect of location as local teams reported higher levels of cognitive trust and more agreement on one of 10 SMM measures than distributed teams. A similar difference was found for the main effect of TCT with trained teams exhibiting higher cognitive trust than no-TCT teams. Results support that distributed teams operating in a common virtual setting experience performance deficits when compared to their physically co-located counterparts. Future research is needed to address the role of cognitive trust for virtual teams, the time required to develop detectable levels of emotional trust and cohesion, and how social presence between team members influences performance.
Show less - Date Issued
- 2004
- Identifier
- CFE0000054, ucf:46074
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0000054
- Title
- Team Interaction Dynamics during Collaborative Problem Solving.
- Creator
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Wiltshire, Travis, Fiore, Stephen, Jentsch, Florian, Salas, Eduardo, Wiegand, Rudolf, University of Central Florida
- Abstract / Description
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This dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve...
Show moreThis dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve solutions for novel problems. Towards this end, the present research drew from theoretical and empirical work on Macrocognition in Teams that describes the knowledge coordination arising from team communications during CPS. It built from this by incorporating the study of team interaction during complex collaborative cognition. Interaction between team members in such contexts has proven to be inherently dynamic and exhibiting nonlinear patterns not accounted for by extant research methods. To redress this gap, the present research drew from work in cognitive science designed to study social and team interaction as a nonlinear dynamical system. CPS was examined by studying knowledge building and interaction processes of 43 dyads working on NASA's Moonbase Alpha simulation, a CPS task. Both non-verbal and verbal interaction dynamics were examined. Specifically, frame-differencing, an automated video analysis technique, was used to capture the bodily movements of participants and content coding was applied to the teams' communications to characterize their CPS processes. A combination of linear (i.e., multiple regression, t-test, and time-lagged cross-correlation analysis), as well as nonlinear analytic techniques (i.e., recurrence quantification analysis; RQA) were applied. In terms of the predicted interaction dynamics, it was hypothesized that teams would exhibit synchronization in their bodily movements and complementarity in their communications and further, that teams more strongly exhibiting these forms of coordination will produce better problem solving outcomes. Results showed that teams did exhibit a pattern of bodily movements that could be characterized as synchronized, but higher synchronization was not systematically related to performance. Further, results showed that teams did exhibit communicative interaction that was complementary, but this was not predictive of better problem solving performance. Several exploratory research questions were proposed as a way of refining the application of these techniques to the investigation of CPS. Results showed that semantic code-based communications time-series and %REC and ENTROPY recurrence-based measures were most sensitive to differences in performance. Overall, this dissertation adds to the scientific body of knowledge by advancing theory and empirical knowledge on the forms of verbal and non-verbal team interaction during CPS, but future work remains to be conducted to identify the relationship between interaction dynamics and CPS performance.
Show less - Date Issued
- 2015
- Identifier
- CFE0005907, ucf:50867
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005907
- Title
- CHARACTERISTICS FOR SUCCESS: PREDICTING INTERVENTION EFFECTIVENESS WITH THE JOB CHARACTERISTICS MODEL.
- Creator
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Weaver, Sallie, Pritchard, Robert, University of Central Florida
- Abstract / Description
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The current study examines the effects of the five core job characteristics (skill variety, task significance, task identity, autonomy, and feedback) proposed by Hackman-Oldham (1974) at the team level by investigating whether the model variables are related to the effectiveness of a motivationally-based team-level productivity enhancement intervention. Previous literature has almost exclusively focused on the effects of these job characteristics at the individual level and their direct...
Show moreThe current study examines the effects of the five core job characteristics (skill variety, task significance, task identity, autonomy, and feedback) proposed by Hackman-Oldham (1974) at the team level by investigating whether the model variables are related to the effectiveness of a motivationally-based team-level productivity enhancement intervention. Previous literature has almost exclusively focused on the effects of these job characteristics at the individual level and their direct relationships with employee attitudes and subjective measures of performance. This thesis aims to further the job characteristics literature by exploring the effects of the characteristics at the team level, as well as the moderating effect of the team construct of value congruence, while simultaneously exploring boundary conditions of the Productivity Measurement and Enhancement System (ProMES) developed by Pritchard (1990). Hypotheses postulated a negative relationship between the characteristics and intervention effectiveness; such that effectiveness is negatively impacted when the characteristics already exist at high levels. Results, though non-significant, are tenatively suggestive of this counter-intuitive negative relationship between four of the characteristics and intervention effectiveness. Value congruence between team leaders and members was not a significant moderator of the relationship between the characteristics and effectiveness. Results suggest that a more powerful study to further parse out these relationships would be valuable. iii
Show less - Date Issued
- 2008
- Identifier
- CFE0002040, ucf:47574
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002040
