eighth annual conference - ingroup! 1! eighth annual conference july 11-13, 2013 atlanta, georgia,...
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Eighth Annual Conference July 11-13, 2013
Atlanta, Georgia, USA Renaissance Atlanta Midtown Hotel
Sponsored in part by:
NORTHWESTERN UNIVERSITY
Kellogg School of Business
Understanding, Measuring, and Modeling the Effects of Culture in Negotiation and Collaboration: A Dynamic, Multi-Level View of Culture (Contract #Z885903)
Cognition and Collaboration in Network
Centric Operations: Understanding & Measuring Macrocognition in Teams
(Contract #N000140610445)
Loyola College of Arts and Sciences
Kellogg School of Business Northwestern University
Army Research Institute
Northwestern University
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Program Committee 2013 Ishani Aggarwal Raquel Asencio Jonali Baruah Michael Baumann John Baur John Bechara Anita Blanchard Burcu Bolukbasi Margarete Boos Bret Bradley Sandra Carpenter Jin Wook Chang Lauren D’Innocenzo Ellen Delvaux Andrew Duchon Amanda Ferguson Whitney Frahm Yvonne Garbers Kenneth Goh Helena Gonzalez Daniel Graff Chris Hamstra Sarah Harvey Nicole Iannone Felicia Kaloydis Ruogu Kang Mehdi Kazemi Joann Keyton Elar Killumets Sun Young (Sunny) Kim Peter Kinnaird Andrew Knight Nale Lehmann-‐Willenbrock
Program Committee (cont.) Yi-‐Ching (Angel) Liu M. Travis Maynard Megan McCarty Loes Meeussen Malwina Mejer Bertolt Meyer Richard Gilbert Moffett III Jieun Pai Ernest Park Emily Paskewitz Matthew Pearsall Samuel Posnock Laura Rees Roni Reiter-‐Palmon Marzieh Saghafian Emily Sanders Stephen Sauer Carsten Schermuly Maartje Schouten Thomas Schultze Julia Seelandt Pri Shah Mary Jane Sierra S. Amy Sommer Susan Straus Franziska Tschan Nazli Turan Maarten van der Kamp Mona Weiss Keri Welborn Julia Wijnmaalen Jessica Wildman Hendrik Wilhelm
INGRoup Board of Directors 2013-‐2014
Stephen M. Fiore Chairman of the Board/President Joann Keyton Vice-‐Chair Mark Clark Secretary Benjamin Herndon Treasurer
Leslie DeChurch and Benjamin Herndon 2013 Local Arrangements Chairs Stephenson Beck 2013 Program Chair Norbert Semmer 2014 Program Chair
Torsten Reimer Board Member, 2012-‐2013 Leslie DeChurch Board Member, 2011-‐2013 Michael Baumann Board Member, 2012-‐2014 Raquel Asencio Hodge Ex-‐officio Student Member Josh Introne Webmaster
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Conference Schedule - Overview
Wednesday, July 10 9:00am – 5:00pm INGRoup Doctoral Consortium
Thursday, July 11
10:00am – 4:00pm INGRoup Board Meeting 12:30pm – 5:00pm Workshop 1: Multilevel Modeling with R 12:30pm – 5:00pm Workshop 2: Social Network Analysis 4:00pm - 8:00pm Registration
Renaissance Ballroom Lobby
6:00pm – 7:00pm Opening Reception Renaissance Hotel 7:00pm – 8:30pm Opening Dinner Renaissance Hotel 8:30pm - 9:30pm Graduate Student Meet and Greet Renaissance Hotel, Rooftop 866
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Friday, July 12 8:00am – 12:00pm Registration Renaissance Ballroom Lobby
8:30am – 9:45am
Investigating Faultlines in Teams Chastain A
Information Sharing and Communication Flow in Teams Chastain B
Studying Reflexivity and Identity in Teams Rialto A
Temporal Factors and Emergent Processes Rialto B
9:45am – 10:15am Morning Break Renaissance Ballroom Lobby
10:15am – 11:30am
Examining Boundaries and Hierarchies in Teams Chastain A
The Dark Side of Groups: Considering Deviance and Ostracism Chastain B
Leadership Style and Status Rialto A
Symposium: Capturing Diversity in Teams Rialto B
11:45am – 1:00pm Luncheon Renaissance Hotel
1:15pm – 2:30pm
Evolving Perspectives on Team Diversity Chastain A
The Influence of Team Leaders Chastain B
Panel: Big Data Rialto A
Symposium: Team Creativity Rialto B
2:30pm – 3:00pm Afternoon Break Renaissance Ballroom Lobby
3:00pm – 4:15pm
Panel: Interdisciplinary Endeavors Chastain A
Panel: Team Process Chastain B
Panel: Group Research Across Contexts Rialto A
Symposium: Teamwork in Health Care Rialto B
4:15pm – 4:45pm Poster Setup Academy of Medicine
4:45pm – 5:00pm INGRoup Photo Academy of Medicine
5:15pm – 6:15pm: McGrath Lecture Academy of Medicine
6:15pm - 7:30pm: Poster Session Academy of Medicine
7:30pm Join a Host for Dinner
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Saturday, July 13 8:00am – 12:00pm Registration Renaissance Ballroom Lobby
8:30am – 9:45am
Patterns and Processes in Team Creativity and Learning Chastain A
Mental Models, Centrality and Conflict Chastain B
Perceptions and Preferences in Team Process Rialto A
Symposium: Hypergraph Network Methodology Rialto B
9:45am – 10:15am Morning Break Renaissance Ballroom Lobby
10:15am – 11:30am
Exploring Brainstorming Effectiveness Chastain A
Coordination and Collaboration in Teams Chastain B
Team Knowledge and Expertise Rialto A
Symposium: Status in Work Groups Rialto B
11:45am – 1:00pm Awards Luncheon Renaissance Hotel
1:15pm – 2:30pm
The Dynamics of Emotion and Affect in Teams Chastain A
Emerging Contexts and Methods for Studying Groups Chastain B
Symposium: Dynamic Emotions Rialto A
Virtual Communities and Collaboration Rialto B
2:30pm – 4:00pm INGRoup Business Meeting and Break Chastain A 4:00pm – 5:00pm Graduate Student Business Meeting Chastain A 6:00pm – 9:00pm Closing Celebration Scheller College of Business
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Friday, July 12, 2013
8:00am-12:00pm Conference Registration Renaissance Ballroom Lobby 8:30am - 9:45 am, Chastain A Investigating Faultlines in Teams Faultline Deactivation: Dealing with Activated Faultlines and Conflicts in Global Teams Maarten van der Kamp1, Brian V. Tjemkes2, Karen A. Jehn1 1The University of Melbourne; 2VU University
We develop a faultline deactivation model in order to minimize the salience of faultlines, and prevent conflicts in global teams. Our propositions point out the crucial roles of diversity training, superordinate team identity, direct channels for interaction, reflexivity, centralized leadership, and team collective trust in deactivating faultlines in global teams.
An Individual-Level Team Faultline Measure with Empirical Attribute Weights Bertolt Meyer1, Andreas Glenz1, Davina Vora2 1University of Zurich; 2SUNY New Paltz
We propose an individual-level faultline measure (AISW) denoting how similar a team member is to his/her subgroup. We also criticize attribute weighting in faultline research (e.g., equating differences on different attributes). Data from 64 teams shows that AISW faultlines deliver superior predictions, especially if attribute weights are chosen empirically.
Faultlines at Fault? A Diversity Based Perspective on Creativity and Performance Yekaterina Bezrukova1, Chester Spell2, Karen Jehn3 1Santa Clara University; 2San Jose State University; 3The University of Melbourne
What can we say about some groups (e.g., the U.S. Congress) being incapable to put creative solutions into action? Using the faultline perspective, 74 workgroups and 46 MBA teams, we found that faultlines stimulated the shift from a desired to an actual creative culture and this happened, paradoxically, through conflict.
The Effect of Group Faultlines on Individual Denial of Responsibility and the Moderating Role of Social
Competence and Skill Variety Carsten Christoph Schermuly1, Bertolt Meyer2, Simone Kauffeld3 1SRH University Berlin; 2University Zurich; 3Technical University Braunschweig
This study extends faultline research by investigating how faultlines affect individual team members’ denial of responsibilities. We propose that faultlines are associated with more individual denial of responsibilities. Furthermore, we extend knowledge on the detrimental effect of faultlines by proposing two novel moderators, social competence and perceived skill variety.
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8:30am - 9:45am, Chastain B Information Sharing and Communication Flow in Teams, When Information Sharing Tools Help or Hinder Collaborative Analysis Ruogu Kang1, Aimée A. Kane2, Sara Kiesler1 1Carnegie Mellon University; 2Duquesne University
We examined asynchronous collaborative analysis in which remote analysts received information in an annotation, worksheet, or report tool. Analysts who received high (low) quality information performed better (worse) than analysts did in the control no-tool condition. Analysts failed to discriminate collaboration quality, and judged all information from tools helpful.
Reactions to Shared and Unshared Information: Effects of Information Importance and Novelty Glenn E. Littlepage, Sheri Rogers Middle Tennessee State University
Three studies investigated the effects of information importance and redundancy on reactions to information provided by a partner in a simulated discussion. Across studies, findings indicate that impact is greatest when new information is both important and novel. Findings are consistent with an information processing perspective.
Talking More but Listening Less: Group Happiness, Information Sharing, and Information Weighting Michael R Baumann1, Bryan L Bonner2 1University of Texas at San Antonio; 2University of Utah
Affective state has numerous influences on individuals. In a group context, some of these influences may counteract others. We examined the influence of affect on information sharing and information weighting separately and found Happy groups discuss unique information more, but are less influenced by it, relative to Sad groups.
Multilevel Effects of Collaboration Among Specialized Professionals Heidi K. Gardner, Melissa Valentine Harvard Business School
Drawing together small groups research and network theory, this paper takes a multi-level perspective to develop propositions about how patterns of loosely-bounded collaboration influence key outcomes for both individuals and firms. Hypotheses will be tested using a unique, longitudinal dataset drawn from the timekeeping system of a multidisciplinary law firm.
----------- 8:30am - 9:45am, Rialto A Studying Reflexivity and Identity in Teams Group Reflexivity and Performance Enhancement: A Subjective Phenomenon Only? Norbert K. Semmer1, Richard R. Moreland2, Franziska Tschan3 1University of Berne; 2University of Pittsburgh; 3University of Neuchâtel
Despite the wide-spread assumption that reflection in groups enhances performance, empirical evidence is weak. In an experimental study, we found no effects of group reflection on performance, but on subjective performance assessments. Furthermore, we found effects on the (dis-)use of strategies, which provide indications about boundary conditions for group reflexivity
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The Effect of Guided Reflexivity on Team Communication: Transactive Memory and Situation Awareness Kristin Weger, Sandra Carpenter The University of Alabama, Huntsville
Research examined the effect of guided reflexivity on virtual team communication. As expected, guided reflexivity had significant impact on communication, particularly on transactive memory and situation awareness communication. Interestingly, teams in the control condition voluntarily engaged in reflexivity discussion about their task.
The Influence of Identity on Multi-Team System Effectiveness: A Study of a Military Multi-Team System in
Kunduz Afghanistan Julia Wijnmaalen1,2, Tessa op den Buijs2 1University of Twente; 2Netherlands Defense Academy
Identification can influence the cooperation processes between teams. However, how does this work when the team consists of multiple teams as is the case in MTSs? For the purpose of gaining more insight in this issue, a longitudinal case study of a military MTS in Kunduz was conducted.
Should I Voice My Concerns? Self-Perceptions of Agency and Communion Predict Speaking Up in Acute Care
Teams Mona Weiss1, Michaela Kolbe1, Bastian Grande2, Micha Dambach2, Adrian Marty2, Donat R. Spahn2, Gudela Grote1 1ETH Zurich, Switzerland; 2University Hospital Zurich
Implementing a study with 29 acute care teams we assessed self-perceived agency (i.e., assertiveness, persistence) and communion (i.e., helpfulness, friendliness) prior to observing speaking up behavior during simulated critical events. We found that the more agentic doctors and nurses perceive themselves the more likely they are to voice concerns.
----------- 8:30am - 9:45am, Rialto B Temporal Factors and Emergent Processes The Emergence and Development of Idea-Centric Teams and Multi-Team Systems Sarah Harvey, Chia-yu Kou University College London
This paper draws on a longitudinal qualitative study of the formation and development of a series of interrelated teams over a one and a half year period. We develop a model in which teams form around focal ideas, and describe the consequences for the teams and the broader multi-team system.
The Development of Routines in Teams: A Shared Script Perspective Marzieh Saghafian1, Mary Waller1, Wendy Reid2 1York University; 2HEC-Montréal
Teams often use task routines to increase the efficiency of their coordinated action, but little is known about how routines emerge over time. Drawing on the notion of shared scripts, we use data from interviews and archival sources to create a script-oriented view of routine development in stage management teams.
The Effect of the Temporal Characteristics of Discrepant Interruptions on Team Performance Golnaz Tajeddin York University
The present study explores how the timing of interruptions (i.e., pre-midpoint and post-midpoint) affects the team processes and performance. I argue that teams perceive pre-midpoint and post-midpoint interruptions as a challenge or a hindrance, respectively. This perception subsequently affects team coordination and team performance.
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Advice Taking as Social Exchange: How Social Interaction Between Judge and Advisor Affects Advice Taking Thomas Schultze1, Andreas Mojzisch2, Hermann Sophia1, Stefan Schulz-Hardt1 1Georg-August-Universität Göttingen; 2University of Hildesheim
We show that decision-makers heed advice more when they interact with an advisor compared to an anonymous advisor. The effect is caused by the advisor's awareness of how much the advice is heeded regardless of the advisor's physical presence. This suggests that advice discounting is less pronounced in interactive situations.
----------- 9:45am - 10:15am Morning Break Renaissance Ballroom Lobby 10:15am - 11:30am, Chastain A Examining Boundaries and Hierarchies in Teams The Team Unbound: What Happens When Teams Have Fluid and Multiplex Boundaries Mark Mortensen INSEAD
I explore the effects of applying theories based on well-bounded teams to those which are un- or weakly-bounded. I suggest we consider boundedness not as a definitional element, but as a dimension along which teams can vary and explore the implications for how we define, study, and design teams.
When Outsiders Come In: Group Boundary Work, Identity, and Effectiveness Amanda Joy Ferguson Northern Illinois University
How can groups perform external activities without compromising intra-group dynamics? I compare an outward-bound approach (i.e., sending members out to interact with outsiders individually) to an inward-bound approach (i.e., inviting outsiders in to interact with the entire group). Preliminary findings reveal an inward-bound approach maintains group identity and satisfaction/viability.
A Meta-Analysis of the Effects of Team Hierarchy on Team Processes and Outcomes Lindred Greer1, Maartje Schouten1, Bart De Jong2 1Erasmus University; 2Free University
The effect of hierarchy on team performance has been examined across a variety of disciplines. In this integrative meta-analysis of over 150 studies, we develop and test theory to explain whether hierarchy benefits or harms team processes and outcomes, as moderated by hierarchy basis, distance, laterality and team/task characteristics.
Middle Power Dynamics in Teams: The Role of Hierarchy Stability John Bechara1, Bret Sanner1, J. Stuart Bunderson1, Aad Oosterhof2, Gerben van der Vegt35, Roger Leenders4
1Washington University in Saint Louis; 2University of Groningen; 3University of Groningen; 4Tilburg University
This study examines the role of power and helping in teams by highlighting the unique behavioral tendencies of middle power members. The findings reveal the differential role of middle power individuals on helping, and the steepness of the social hierarchy as a key moderator.
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10:15am - 11:30am, Chastain B The Dark Side of Groups: Considering Deviance and Ostracism A Desire for Deviance: The Influence of Leader Normativeness and Inter-group Competition on Group Member
Support Jin Wook Chang, Nazli Turan, Rosalind M. Chow Carnegie Mellon University
Group members’ evaluations of in-group deviance can vary according to its type and context. In two experiments, we demonstrated that participants supported pro-normative deviants who deviated in the direction of group norms more than normative members when they want to emphasize the group’s distinctiveness.
When is Bad Really Bad: The Relative Impact of the Severity of Workplace Deviance on Team Performance John Edward Baur, Bret Howard Bradley, Christopher George Banford University of Oklahoma
Workplace deviance, especially when egregious, has garnered much research attention. However, the less severe manifestations of workplace deviance have not yet been examined as closely. In this paper we show how less severe forms of workplace deviance can have a greater negative impact on team performance than more severe forms.
Being a Third Wheel: Exclusion by Friends Softens Ostracism’s Blow Nicole E. Iannone, Megan K. McCarty, Janice R. Kelly, Kipling D. Williams Purdue University
Participants imagined a scenario or were in a situation where they were ostracized or included by two people who were friends or strangers. Both studies showed that being included by two strangers made participants feel better, while the situation showed that being ostracized by two strangers made participants feel worse.
Partial Ostracism in Groups: Activity vs. People Exclusion Sara Banki Sharif University
Ostracism, the process of socially ignoring and excluding certain people, has attracted attention in recent years. Most studies have looked at full ostracism, in other words, when everyone in a group ignores a person. However, in real life, people are usually only partially ostracized – excluded by some members of a group and not by others. The present study is one of the first to provide an in-depth examination of reactions when different forms of partial ostracism occur in a group.
----------- 10:15am - 11:30a, Rialto A Leadership Style and Status Who Defers to Whom? A Dyad-Level Test of Status versus Self-Categorization Effects in Work Teams Aparna Joshi1, Andrew Knight2 1Pennsylvania State University; 2Washington University in St. Louis
In this paper we integrate status characteristics and self-categorization theories to develop predictions about dyadic deference in teams. Using survey and archival data from 63 research teams, we examine the drivers of dyadic deference at multiple levels of analysis.
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Up Through the Ranks: The Effects of Newly-Promoted Leader Status and Leadership Style on the Emergence of Influence Rivalries in Teams
Stephen James Sauer Clarkson University
This research examines how a newly-promoted team leader’s status interacts with their leadership style to affect subordinates’ assessments. Results demonstrate that low-status leaders are rated as more effective when they use a directive leadership style, while high-status leaders are viewed as more effective when they use a participative style.
Beyond Laissez-faire Leadership: The Effect of Missing Leadership on Team Member’s Commitment and
Motivation Yvonne Garbers, Udo Konradt Kiel University
Based on the Full Range of Leadership Model and the Dispersed Leadership Theory in Teams, we investigated the effect of the absence of different leadership styles on team member’s commitment and motivation. Using a field-experimental setting, results revealed strong negative effects for the missing of all leadership styles.
The Influence of Leadership Style on Safety in Health Care Teams Martina Buljac1, Connie Dekker- van Doorn1,2 1Erasmus University Rotterdam; 2University of Applied Sciences Rotterdam
Leadership is an important factor that influences safety. In LTC care teams are geographically scattered and therefore teams are managed from a distance. Different leadership styles positively affect safety and are slightly negatively affected by distance (mediating relationship). Distance does not affect the relation between leadership and safety (moderating relationship).
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10:15am - 11:30am, Rialto B Symposium: Methodological Considerations as Necessary Precursors to Scientific Consensus Daniel A Doty1, Peter W Seely1, Amy Wax1, Marissa L Shuffler2, C Shawn Burke2, Kyle Heyne2, Eduardo Salas2, Jessica L Wildman3, Kathryn Dalrymple1, Leslie A DeChurch1, Noshir Contractor4, Bruce Walker1 1Georgia Institute of Technology; 2University of Central Florida; 3Florida Institute of Technology; 4Northwestern University
Small group and teams research has had a long-standing interest in the effects of diversity and composition heterogeneity, but consistent relationships continue to be elusive. This session brings together empirical research which explicates theoretical and methodological considerations necessary to appropriately conceptualize, measure, and make inferences concerning these and related phenomena.
11:45am - 1:00pm Friday Luncheon Ballroom 1:15-2:30pm, Chastain A Evolving Perspective on Team Diversity Bringing Worlds Together: Cultural Brokerage in Multicultural Teams Sujin Jang Harvard University
This research develops and tests theory on cultural brokerage, the act of resolving problems and issues that stem from cultural differences in a multicultural work team.
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Getting More than a Few Good Women: Change in the Gendered Distribution of Authority in Groups as a Function of Internal versus External Accountability
Mary Graham1, Maura Belliveau2, Julie Hotchkiss3 1Syracuse University; 2LIU Post; 3Federal Reserve Bank of Atlanta
We examine change in women’s representation in positions of authority in groups, comparing the presence of a top manager responsible for “people” and group effectiveness to the level of the person ensuring compliance with external mandates to report group composition. Our results reveal strong positive effects for external accountability only.
Cognitive Versatility: A New Lens for Understanding Team Diversity Ishani Aggarwal, Marco S. Molinaro, Anita W. Woolley Carnegie Mellon University
Cognitive diversity in teams is associated with both benefits and costs. We propose one way to optimize the cost-benefit tradeoff. In two studies, we find that the number of cognitively versatile members in the team is positively associated with team performance in execution tasks. We explore the mechanisms and implications.
The Diversity-Morality Link Sun Young {Sunny} Kim1, Katherine W. Phillips2 1Northwestern University; 2Columbia University
Across three studies, we test for and find evidence for a bi-directional relationship between diversity and morality: people perceive that ethical organizations are more diverse than homogeneous in their composition, and that diverse organizations are more ethical than homogeneous ones.
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1:15-2:30pm, Chastain B The Influence of Team Leaders Modeling the Shared Leadership - Performance Relationship as a Dynamic, Multi-Dimensional Process Lauren D'Innocenzo, Michael R. Kukenberger, Margaret Luciano, John E. Mathieu University of Connecticut
While shared leadership often elicits a positive relationship with team performance, it is unclear how this manifestation occurs. In our study, we use student project teams to explore shared leadership using a multi-dimensional perspective, examining the differential salience of three distinct leadership processes on performance over time.
The Role of Emergent Leaders in the Development of Group Emotional Competence Tuck Pescosolido University of New Hampshire
Recent research has shown benefits of emotional competence within group settings. However little research has examined a) emotional competence at the group level, or b) how groups develop emotional competence. This paper suggests that emergent leaders play a significant role in the development of group emotional competence.
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Leadership in Moving Human Groups Margarete Boos, Johannes Pritz, Simon Lange, Michael Belz University of Goettingen
How do individuals coordinate their movement as a group? We empirically demonstrate that the rules of swarming behaviour apply to humans. Even complex human behaviour, like leadership and directed group movement, follow simple rules that, in contrast to higher-order cognitive processes, are based on visual perception of local movement.
Learning by Invention in Diverse Groups: The Role of Leader Expertise Olga Goldenberg, Jennifer Wiley University of Illinois at Chicago
We investigated the role of leader expertise in learning by invention paradigm among groups diverse in terms of math ability. Groups with high math ability leaders offered more high quality solution attempts on the problem solving task and showed better learning outcomes compared to groups with low math ability leaders.
----------- 1:15-2:30pm, Rialto A Panel: Attitudes: The Driving Force Behind Effective Team Process? Wendy L. Bedwell1, Mark Clark2, C. Shawn Burke3, Armando X. Estrada4, Leslie Dechurch5 1University of South Florida; 2American University; 3University of Central Florida; 4U.S. Army Research Institute; 5Georgia Institute of Technology
In recent years, there has been a resurgence of interest in team attitudes. In this panel, experts engage in a meaningful discussion regarding what we have learned about attitudes. We seek to provide an overarching view of the attitude domain within teams research as well as to discuss implications for practice.
----------- 1:15-2:30pm, Rialto B Symposium: Recent Developments in the Study of Team Creativity Roni Reiter-Palmon1, Andrew Knight2, Markus Baer2, Jill Perry-Smith3, Christina Shalley4, Gina Ligon1, Daniel Harris1, Mackenzie Harms1, JoDee Friedly1, Vicki Kennel1, Triparna deVreede1, GJ deVreede1, Ben Wigert1 1University of Nebraska at Omaha; 2Washington University in St. Louis; 3Emory University; 4Georgia Institute of Technology
Interest in team creativity and innovation has increased significantly in the last decade due to globalization, technological changes, and complexity of the problems organizations encounter. In this symposium we have included four papers that represent the range of current and cutting edge research on creativity in group settings.
2:30pm - 3:00pm Afternoon Break Renaissance Ballroom Lobby
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3:00-4:15pm, Chastain A Panel: From the Trenches of Interdisciplinary Research: Pitfalls, Challenges, and Rewards Roni Reiter-Palmon1, Gina Ligon1, Doug Derrick1, Pete Simi1, Stephen M. Fiore2 1University of Nebraska at Omaha; 2University of Central Florida
While it is clear that interdisciplinary research teams are beneficial, they are not without challenges. We have identified four specific challenges that occurred in our team’s development, and each of these required time and a degree of patience to resolve.
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3:00-4:15pm, Chastain B Panel: Big Data Computational Social Science: Leveraging “Big Data” for Groups Research Raquel Asencio1, Noshir Contractor2, John Mathieu3, Jay Goodwin4, Steve W.J. Kozlowski5, Marshall Scott Poole6 1Georgia Institute of Technology; 2Northwestern University; 3University of Connecticut; 4Army Research Institute; 5Michigan State University; 6University of Illinois Urbana Champaign
The new realm of “Big Data” presents an enormous opportunity for understanding group dynamics. This panel considers the emerging field of computational social science and the potential benefits and challenges of utilizing Big Data in groups research.
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3:00-4:15pm, Rialto A Panel: Translating Research Results Across Group Contexts Joann Keyton1, Wendy Bedwell2, Susannah Paletz3, Tuck Pescosolido4, Deborah L. Feltz5, Daniel R. Gould5 1North Carolina State University, United States of America; 2University of South Florida; 3University of Maryland; 4University of New Hampshire; 5Michigan State University
Most group research focuses on work teams; yet people participate in groups across a variety of contexts. This panel highlights group research conducted in non-work contexts, and demonstrates how these findings can be applied to work teams. Panelists are group scholars from a variety of disciplines. Audience participation is invited.
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3:00-4:15pm, Rialto B Symposium: Teamwork and Teamwork Training in Health Care M. Travis Maynard1, Connie Dekker-Van Doorn2, Margarete Boos3, Eqequiel Fernandez Castelao3, Jia Lia3, Martin Riethmüller3, Sevastian Russo Castelao4, Franziska Tschan5, Norbert K. Semmer6, Patrizia Kündig7, Simon A. Huber6, Sabina Hunziker7, Stephan U. Marsch7, Michaela Kolbe8, Mona Weiss8, Bastian Grande9, Micha Dambach9, Adrian Marty9, Carl Schick9, Donat R. Spahn9, Gudela Grote8, Linda Wauben10, Martina Buljac2, Paul van Dorst11, Johan Lange11, Lucy L. Gilson12, John E. Mathieu12, Tammy Rapp13, David A. Marshall14 1Colorado State University; 2Erasmus University Rotterdam; 3University of Göttingen; 4University of Göttingen; 5University of Neuchâtel; 6University of Berne; 7University Hospital of Basel; 8ETH Zurich; 9University Hospital Zurich; 10Delft University of Technology; 11Erasmus University Medical Center; 12University of Connecticut; 13GATS Group Consulting; 14Safer Healthcare
Teamwork is an important factor shaping patient safety and levels of care in health care. The current symposium will highlight various ways that teamwork skills can be enhanced within the health care sector, focusing specifically on teamwork training initiatives and techniques.
4:15pm – 4:45pm Poster Setup Academy of Medicine 4:45pm – 5:00pm INGRoup Photo Academy of Medicine 5:15pm – 6:15pm: McGrath Lecture Academy of Medicine
Eduardo Salas 2012 Joseph E. McGrath Lifetime Achievement Award Recipient
The impact of team science: Some reflections of a 30 year journey…
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Eduardo Salas 2012 Joseph E. McGrath
Lifetime Achievement Award Recipient
EDUARDO SALAS is Trustee Chair and Pegasus Professor of Psychology at the University of Central Florida (UCF). He also holds an appointment as Program Director for Human Systems Integration Research Department at UCF’s Institute for Simulation & Training. Previously, he was a Senior Research Psychologist and Head of the Training Technology Development Branch of NAVAIR-Orlando for 15 years. During this period, Dr. Salas served as a principal investigator for numerous R&D programs focusing on teamwork, team training, simulation-based training, decision-making under stress, learning methodologies and performance assessment. Dr. Salas has co-authored over 375 journal articles and book chapters and has co-edited over 25 books. He is on/has been on the editorial boards of Personnel Psychology, Theoretical Issues in Ergonomics Science, Applied Psychology: An International Journal, International Journal of Aviation Psychology, Group Dynamics, Small Group Research, The Leadership Quarterly, Journal of Occupational and Organizational Psychology, and Journal of Organizational Behavior and is past Editor of Human Factors journal and current Associated Editor for the Journal of Applied Psychology and Military Psychology. Dr. Salas has held numerous positions in the Human Factors and Ergonomics Society (HFES) during the past 15 years. He is the past chair of the Cognitive Engineering and Decision Making Technical Group and of the Training Technical Group, and currently he is the President. He is also very active with Society for Industrial and Organizational Psychology (SIOP)—Division 14 of APA. He is past President of SIOP and past Series Editor of the Organizational Frontier and the Professional Practice Book Series. Dr. Salas is a Fellow of the American Psychological Association (SIOP and Division’s 19, 21 & 49), the HFES and the Association for Psychological Science. He received the 2012 Joseph E. McGrath Lifetime Achievement Award for the study of teams and groups from INGroup, the SIOP’s 2012 Distinguished Professional Contributions Award and the 2012 Michael R. Losey Award from the Society for Human Resources Management for his applied contributions to understanding teams, groups as well as training effectiveness. He received his Ph.D. degree (1984) in industrial and organizational psychology from Old Dominion University. His expertise includes helping organizations on how to foster teamwork, design and implement team training strategies, facilitate training effectiveness, manage decision making under stress, develop performance measurement tools, and design learning and simulation-based environments. He is currently working on designing tools, instructional strategies and techniques to minimize human errors in medical environments. He has consulted to a variety of corporate, manufacturing, pharmaceutical laboratories, industrial and governmental organizations.
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6:15pm – 7:30pm, Academy of Medicine Poster Session
1. The Teamwork Advantage: Affective Benefits of the Team Context Samuel Joseph Posnock, Ruth Kanfer Georgia Institute of Technology, United States of America
A series of within-subjects, counterbalanced laboratory experiments examined the relative influence of person and contextual factors on subjective cognitive fatigue. Results indicated main effects for context, such that participants reported greater fatigue in the solitary performance context compared to the team context. Extraversion was also negatively related to fatigue.
2. Unpacking Relationship Conflict Jieun Pai University of Minnesota
Relationship conflict is universally seen as detrimental to team performance. However, scant research has been conducted to explain the reasoning behind this outcome. This paper suggests one possible explanation by using team identification as a moderator; that is, the reason for negative performance varies across teams.
3. Person-Group Neuroticism Fit and Job Strain: Can Two Wrongs Make a Right? Mary Jane Sierra, Dana L. Joseph, Kimberly A. Smith-Jentsch University of Central Florida
We examined the relationship between person-group neuroticism fit and job strain among 204 participants engaged in a high-fidelity work simulation. Results suggest that individuals experience less strain when their neuroticism matches that of their coworkers, and that high neuroticism dyads experience similar levels of job strain as low neuroticism dyads.
4. Analogies in Multidisciplinary Teams Nicoleta Meslec1, Daniel Graff2 1Tilburg University; 2Aalto University
In a longitudinal case study we are analyzing the interplay between analogies and team processes. Our preliminary results indicate that the number and types of analogies used varies across time. The number of analogies decreases towards the end of the project. The major functions are persuasion and facilitating understanding.
5. Attributions of Social Rank: How are Hierarchical Moves Perceived? Maartje E. Schouten1, Lindred L. Greer1, Daan van Knippenberg1, Gerben A. Van Kleef2 1Erasmus University; 2University of Amsterdam
This paper examines the perceptions of different hierarchical moves, actions to ascend the social hierarchy of a group, in teams without a formal hierarchy. Three types of hierarchical moves are distinguished: Moves for power, status, and leadership. Results show that motivations for moves are difficult to decipher for perceivers.
6. Temporal Effects on Group Ideation Process Jonali Baruah1, Paul Paulus2 1Tarleton State University; 2University of Texas at Arlington
Current study investigates temporal effects on group productivity and convergent tendencies. Groups assigned with topics of high relatedness exhibited higher convergent tendencies in the beginning of the session. The results have implication in real world situations in terms of the benefits of groups in different group contexts.
7. Team Mindfulness: Construct Development and Validation Lingtao Yu, Mary Elizabeth Zellmer-Bruhn University of Minnesota
We develop a psychometrically sound, two-dimensional measure of team mindfulness. Content-related validity was established and convergent, discriminant and predictive validity evaluated. Future research directions for research on team mindfulness and applications of team mindfulness to other research areas on teamwork such as diversity and global teams are discussed.
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8. Using a Multi-Rater Instrument to Give Developmental Feedback to Undersgraduate Students Working in Project Teams
Brian Alan Griffith Vanderbilt University
Team-based classes often include an experiential component that allows students to experience team dynamics and gain a nuanced understanding of theoretical material. This poster presents the G360 General Survey, an online multi-rater instrument that gives students feedback about how they are perceived by their colleagues.
9. Quality of Teamwork Experienced in the Operating Room Julia C. Seelandt1, Franziska Tschan1, Norbert K. Semmer2, Sandra Keller1, Anita Kurmann3, Daniel Candinas3, Guido Beldi3 1University of Neuchatel; 2University of Bern; 3University Hospital of Bern
We compared surgical team members’ perception of the quality of teamwork during 161surgeries. Contrary to previous research, nurses rated teamwork highest, whereas surgeons rated it lowest. Perception of teamwork quality was associated with tension and tension release during surgery, but not with case-relevant communication, which were observed in vivo.
10. After Action Reviews: Perspective From Those Who Engage John Crowe1, Joseph Allen1, Cliff Scott2 1Creighton University; 2University of North Carolina, Charlotte
The purpose of this study was to identify good and bad after-action review (AAR) meeting facilitation behaviors and provide practical advice for AAR meeting leaders. The results provide preliminary evidence of things AAR meeting leaders should and should not do when running their AAR meetings.
11. A Critical Examination of Teamwork Quality: Its Conceptual Limitations Mehdi Kazemi, Ahamd Sharbatoghlie, Mostafa Radmard Sharif University of Technology
Teamwork Quality (TWQ) was introduced in 2001 as a comprehensive construct showing the quality of interactions within teams and its citations rapidly grew. This paper aims at critically examining this construct and suggesting some improvements. Accordingly, TWQ conceptual inconsistencies and its usage areas have been discussed.
12. Your Cost or My Benefit?: Effects of Concession Presentation on Negotiation Processes and Outcomes Nazli Turan, Rosalind M. Chow Carnegie Mellon University
In this paper, we argue that how concessions are described - as being costly to the conceder or beneficial to the receiver – will influence the concession receiver’s experience. Specifically, we argue that presenting concessions as being costly to the conceder vs. beneficial to the receiver influences the receiver’s perceptions of the negotiation counterpart, as well as economic outcomes in a negotiation.
13. Impact of Cooperative Task Experiences on Occupational Stereotypes Richard Gilbert Moffett III, Glenn L. Littlepage, Michael B. Hein Middle Tennessee State University
This study examined the effect of cooperative task experiences on occupational stereotypes in the airline industry. After experiencing an extensive, high fidelity simulation requiring coordination among aviation specializations, participants showed lower occupational stereotypes toward other occupations than prior to the simulation.
14. Social Oversight of Crowdsourced Work Peter Kinnaird, Laura Dabbish, Sara Kiesler Carnegie Mellon University
Recent research focuses on improving work quality in Amazon’s Mechanical Turk (MTurk), a marketplace that many believe represents one direction for the future of work. We argue that workers need to be informed that their work will be seen by others for coworker information to have positive effects. In this study, we will present the results of an experiment examining the influence of informing workers that their work will be reviewed by a computer program, a peer, or a manager, in comparison to a no-information control group.
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15. Sequential Decision Making of Groups Susanne Abele, Christopher Chartier Miami University
Groups often make sequential decisions. Options are considered sequentially, rejected options are unrecoverable, and, once an option is selected, remaining options are not seen. Individuals and three-person groups made sequential decisions. Emphasizing one of the two competing risks (deciding too early versus too late) affected group and individual performance differently.
16. Investigating the Antecedents of Team Information Sharing in Predicting Team Performance Burcu Bolukbasi University of Illinois at Urbana-Champaign
I examine the role of cognitive, motivational, and relational antecedents of information sharing in predicting team performance. The relationship between transactive memory systems and information sharing with its moderators is discussed. The role of convergence/divergence of conflict perceptions on the relationship between team conflict and information sharing is examined.
17. Role of Women’s Leadership Style on Desired Team Outcomes Burcu Bolukbasi University of Illinois at Urbana-Champaign
By using role congruity theory as a framework, the current paper illustrates how choosing a leadership style that is congruent with the gender role of the women determines the desired team outcomes through the mediating mechanisms of cognitive resources, trust in female leader’s leadership qualities, and collective efficacy.
18. Online Social Network Information Sharing Effects on Relationship Conflict and Turnover Intentions Felicia Olukemi Kaloydis Florida Institute of Technology
The utilization of employee social network platforms such as Facebook has increased rapidly in modern times. Consequently, the current research study aims to theoretically explore the relationship between perceived coworker information sharing (i.e., perceived coworker information disclosure) and employee turnover intentions in work units.
19. Relational Demography Effects on Virtual Team Conflict and Emotional Exhaustion Felicia Olukemi Kaloydis1, Michael Evangelos Kaloydis2 1Florida Institute of Technology; 2University of West Florida
This theoretical paper aims to shed light on the moderating role of positive affective tone in the potential relationship between relational demography and virtual team conflict. It also explores the plausible relationship between relational demography and emotional exhaustion. Furthermore, implications and viable directions for future research are discussed.
7:30 - 10:00pm Join a Host for Dinner
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Saturday, July 13, 2013
8:00am - 12:00pm Conference Registration Renaissance Ballroom Lobby 8:30-9:45am, Chastain A Patterns and Processes in Team Creativity and Learning When Does Creative Failure Turn Into Creative Effort? The Moderating Effect of Team Psychological Safety and
Transactive Memory System Hendrik Wilhelm1, Andreas Richter2, Thorsten Semrau1 1University of Cologne; 2University of Cambridge
We adopt a person-in-situation perspective to examine how individual prior creative failure and team resources interact in shaping individual creative effort. Archival and survey data from 224 employees working in 44 teams supported the proposed nonlinear three-way interaction between failure, psychological safety and transactive memory systems in predicting creative effort.
The Social Regulation of Shame, Worry, and Boredom for Enhanced Individual Creativity: The Importance of Expressive Suppression in Creative Team Environments
Helena Gonzalez1, Andreas Richter2 1ESC Rennes School of Business; 2University of Cambridge
Negative emotions with associated avoidance orientations may trigger socially disruptive effects, which can present significant challenges for employee creativity. In a longitudinal sample of 306 Colombian employees working in 53 teams, the expressive suppression of shame, worry, and boredom positively predicted the creativity of employees working in creative team environments.
Overcoming Asymmetrical Goals in Teams: The Interactive Roles of Team Learning Orientation and Team Identification
Matthew J Pearsall1, Vijaya Venkataramani2 1University of North Carolina; 2University of Maryland
Integrating social interdependence and representational gaps theories, we identify two emergent states whose interaction enables teams to overcome asymmetrical goals: team identification and learning orientation. Using a computer simulation, we also found that these effects were mediated by problem solving processes and the accuracy of their goal mental models.
New Beginnings: The Influence of Temporal Structure on Team Learning and Performance Colin M. Fisher1, S. Amy Sommer2 1Boston University; 2HEC-Paris
In an experiment that manipulated the temporal structure of groups engaged in two tower building tasks, we found that temporal structure increased perceptions of time pressure and hurt initial performance, but simultaneously increased team learning. Surprisingly, group experimental climate hurt initial performance but had no effect on subsequent performance.
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8:30-9:45am, Chastain B Mental Models, Centrality, and Conflict Personality Composition and Shared Mental Model Formation in Teams David Christopher Mihm The University of Central Florida
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This study seeks to examine how team composition, particularly the personality dimensions of extraversion and neuroticism, impact the formation of shared mental models in teams. It appears that these manner in which these traits impact the formation of team mental models is contingent upon the specific roles of team members.
Investigating the Effects of Team Interaction on Mental Models of Interdependence and Communication Emily Kathleen Sanders, Glenn Littlepage, Michael Hein, Durant Bridges Middle Tennessee State University
This study examined the relationship between mental models of interdependence and communication in simulated aviation flight operations centers. Social network analysis indicated that mental models of both interdependence and communication importance develop with team interaction and that, following team interaction, the two types of models were closely related.
When Team Members See Themselves as More Central than other Members See Them: A Multi-level Model of Member Centrality Bias and Team Performance
Jonathon Cummings Duke University
Members with greater centrality in the team perceive more interdependence with other members. Member centrality bias occurs when members see themselves as more central than others see them. Data from a field study of 2193 members across 311 teams in a multi-national corporation show how member-level bias can impact team-level outcomes.
Conflict Resolution as a Moderator versus Mediator of the Effects of Task, Process, and Relationship Conflict on
Team Outcomes Laurie Weingart1, Gergana Todorova2, Kenneth Goh1 1Carnegie Mellon University; 2University of Miami
We examine whether the conflict resolution approach used mediates or moderates the effect of task, process, and relationship conflict on team performance and satisfaction. Data were collected from 60 student project teams. Results provide more support for mediation than moderation. Implications for research on conflict and conflict management are discussed.
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8:30-9:45am, Rialto A Perceptions and Preferences in Team Process A Multi-level Examination of the Impact of Team Interpersonal Processes Elar Killumets1, Lauren D’Innocenzo2, Travis Maynard3, John Mathieu2 1University of Tartu; 2University of Connecticut; 3Colorado State University
On the sample of 76 teams in large grocery store chain in Baltic States, we examine the impact of team interpersonal processes on team effectiveness outputs both on team and individual level; and the role of satisfaction in mediating those impacts.
Trust in Teams: The Influence of Team Processes on Perceptions of Ability, Benevolence and Integrity Pri Pradhan Shah, Stephen Jones University of Minnesota
We demonstrate that emergent team processes influence individuals’ perceptions of their teammates’ trustworthiness. Specifically, workload sharing and task conflict increase perceptions of ability, psychological safety increases perceptions of benevolence and integrity, and relationship conflict reduces perceptions of integrity. We conclude that teams are important for fostering interpersonal trust.
Stop Squaring the Circle: The Role of Individual Preference for Procedural Order and Process Accountability in Group Performance
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Yi-Ching Liu, Poppy McLeod Cornell University
An experiment studying the relationship between procedural order preference and process accountability found that groups consisting of high procedural order individuals performed better under individual process accountability conditions, whereas groups with low procedural order individuals performed better under group-level accountability. Implications for team building and individual differences are discussed.
In the Trenches: A Participant Perspective of Work Meetings Alexander Romney1, Isaac Smith1, Gerardo Okhuysen2 1University of Utah; 2University of California
Work meetings are a significant part of professional life for individuals and organizations. In spite of their importance, direct scholarly attention to meetings is limited. In this paper, we offer a participant perspective of the meeting experience.
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8:30-9:45am, Rialto B Symposium: Teams on the Hyper-Edge: Using Hypergraph Network Methodology to Understand
Teams Dorothy Carter1, Noshir Contractor2, Leslie DeChurch1, Dan Newman3, Jay Carson4, Mengxiao Zhu5, Alina Lungeanu2, Prasad Balkundi6 1Georgia Institute of Technology; 2Northwestern University; 3University of Illinois Urbana Champaign; 4Southern Methodist University; 5Rutgers University; 6SUNY Buffalo
Social network analysis has long been used to capture relational properties unfolding at multiple levels of social systems. Network researchers interested in collectives have typically employed one of two general approaches: capturing actor-to-actor relationships or capturing the linkages of actors to collectives. This symposium explore the conceptual advancement of hypergraph metrics for studying teams.
9:45am - 10:15am Morning Break Renaissance Ballroom Lobby 10:15-11:30am, Chastain A Exploring Brainstorming Effectiveness How Do Groups and Individuals Select and Evaluate Ideas They Generated in a Brainstorming Session? Torsten Reimer1, Shuo Yao2 1Purdue University; 2Radford University
Few studies have investigated how brainstorming groups select ideas. We observed that interactive groups produced more unique ideas than nominal groups, but focused more on common ideas than individuals when selecting ideas. The results question the widespread claim that brainstorming should be done individually rather than in interactive groups.
Brainstorming With Children: A Comparison of Nominal and Interacting Groups Claire Powell, Dominic Abrams, Tim Hopthrow University of Kent
In two experiments we have demonstrated that, unlike findings in adult populations, children in interactive brainstorming groups outperform their nominal counterparts (groups that are made by combining individual ideas together and removing any repeated ideas). It was also shown that the relative performance of the two groups changes with age.
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Hybrid Brainwriting Procedures: The efficacy of Variation in Alone and Group Brainwriting Runa M Korde, Paul B Paulus University of Texas at Arlington
The purpose of this research is to evaluate the effects of alternating individual and group brainstorming. It was anticipated that such an alternating procedure would be optimal for generating many novel ideas. Our research thus far suggests that alternation affects the number of ideas generated in the different phases and is superior to group but not individual brainwriting.
A Brainstorming Intervention Changes Attitudes about Distracted Driving Gwen Michelle Wittenbaum, Evan Keith Perrault Michigan State University
Students brainstormed solutions to reduce automobile drivers talking on cell phones either alone or in three-person groups. Attitudes toward talking on a cell phone while driving became more negative after brainstorming (for both individuals and groups), especially when participants generated more ideas and creative (rather than practical) solutions.
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10:15-11:30am, Chastain B Coordination and Collaboration in Team The Intergroup Tacit Coordination Advantage: Causes and Extensions Christopher R. Chartier, Susanne Abele Miami University
Groups outperform individuals in tacit coordination. We investigated the relative contributions of coordinating as a group and with a group. The majority of the intergroup advantage is attributable to the processes of deciding as a group. However, there is a smaller, but very interesting contribution of coordinating with a group.
Asynchronous Knowledge Transfer: Coordination in a Transparent Work Environment Laura Dabbish, Colleen Stuart, Jason Tsay, James Herbsleb Carnegie Mellon University
This paper examines coordination in transparent work environments where the content of work artifacts, and the actions taken on these artifacts, are fully visible to organizational members. Our qualitative study of a community of open source software developers revealed a coordination system characterized by interest-based, asynchronous interaction and knowledge transfer.
Noise in the Operating Room: Behaviors Associated with Noise and Impact of Noise on Perceived Quality of Collaboration in Surgical Teams.
Sandra Keller1, Norbert K. Semmer2, Franziska Tschan1, Anita Kurmann3, Julia C. Seelandt1, Daniel Candinas3, Guido Beldi3 1University of Neuchâtel; 2University of Bern; 3University Hospital of Bern
Based on noise-level recordings, behavioral observations, and questionnaires for 53 long, open abdominal surgeries, we (1) investigate sources of noise in the OR and (2) analyse the influence of noise and stress on perceived collaboration quality of main surgeons, attending surgeons and anaesthetists for different phases of surgical procedures.
Team Communication Flow During Task Work Deanna M. Kennedy1, Sara A. McComb2 1University of Washington Bothell; 2Purdue University
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The flow of team communication during collaborative activities may affect team performance. Herein, we examine differences in communication patterns across collaboration quartiles and compare communication of high and low performing teams using recurrence quantification analysis to gain insights.
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10:15-11:30am, Rialto A Team Knowledge and Expertise Knowledge Specialization in Cross-Functional Teams: Unique Expertise Leaves You Out of the Loop Eric E. Jones1, Janice R. Kelly2 1Southern Illinois University Carbondale; 2Purdue University
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. Compared to group members with shared expertise, members with unique expertise felt out of the loop and experienced decreased fulfillment of fundamental needs.
Knowledge Sharing Inside and Outside Teams: The Impact of Advice Networks for Employee Performance Filip Agneessens University of Groningen
Relatively little attention has been paid to knowledge sharing between teams, and even less to the combined effect with advice ties within teams. In this paper we propose a number of extensions to the study of knowledge sharing by simultaneously investigate knowledge sharing between teams from an individual and team level perspective.
Coordinating Expertise in Knowledge Worker Teams: The Impact of Peer-Appraisals and Superordinate Goal Discussions
Roderick Swaab1, Kristin J. Behfar2 1INSEAD; 2University of Virginia
A quasi-experimental study examined the impact of peer-appraisal feedback and discussing superordinate goals. Results demonstrate that unassisted teams do not correct for coordination losses and teams were only able to improve coordination when they integrated peer appraisal feedback into a collective discussion of superordinate goals, which increased their performance.
Group Expertise, Technology Interactivity, and Decision Making Chih-Hung Peng1, Sandra A. Slaughter2, Benjamin Herndon2, Michael D. Frutiger2 1City University of Hong Kong; 2Georgia Institute of Technology
This study examines how interactive technology and domain knowledge together affect group confidence, in a forecasting task. We hypothesize that the use of interactive technology is related to group confidence and that group domain knowledge moderates this relationship. The study has significant theoretical and practical implications for group decision making.
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10:15 - 11:30am, Rialto B Symposium: Antecedents and Consequences of Status in Work Groups Hans van Dijk1, Loes Meeussen2, Corinne Bendersky3, Yeliz Cantimur4 1Tilburg University; 2University of Leuven; 3UCLA Anderson School; 4University of Groningen
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Together, these papers add to a recent line of research investigating the role of status in work groups by demonstrating the influential role of status hierarchies on individual- level and group-level outcomes and by indicating different determinants of status and status change over time.
11:45am - 1:00pm Awards Luncheon Ballroom 1:15 - 2:30pm, Chastain A The Dynamics of Emotion and Affect in Teams (Mis)Reading Collectives’ Emotional Composition: Emotional Aperture & Transformational Leadership Jeffrey Sanchez-Burks1, Caroline Bartel2, Quy Huy3, Laura Rees1 1University of Michigan; 2University of Texas, Austin; 3INSEAD
Emotional aperture is an individual’s ability to perceive patterns of collective emotions in groups. This research assesses how leaders’ emotional aperture is an essential antecedent of transformational leadership behavior, and different types of errors leaders can make, particularly, overestimating the prevalence of positive and underestimating the prevalence of negative reactions.
The Role of Affective Diversity in Group Dynamics and Performance Megan McCarty, Nicole Iannone, Jill Gulker, Janice Kelly Purdue University
We explored the impact of affective diversity on group dynamics and performance. Consistent with hypotheses, affective minority members received less attention from their group members. Additionally, affective diversity was negatively associated with performance, but only for positive mood majority groups. These findings suggest that processes encouraging affective similarity are functional.
Full-feeling My Group Norms: The Dynamic Interplay Between Norms and Experiences of Anger and Gratitude in Small Interactive Task Groups
Ellen Delvaux, Batja Mesquita, Norbert Vanbeselaere University of Leuven
A longitudinal study investigated the interplay between norms about anger and gratitude and group members’ experience of these emotions. Whereas anger norms were injunctive, gratitude norms were descriptive: through mutual influence between individual members and their group, norms about anger predicted anger experience; conversely, gratitude experience predicted gratitude norms.
The Dynamics of Emotional Energy in Entrepreneurial Teams Andrew Knight1, Sigal Barsade2 1Washington University in St. Louis; 2University of Pennsylvania
In this research we examine the dynamics of emotional energy in teams seeking to develop new businesses during an entrepreneurship event. Using survey and physiological data, we study the origins of energy, energy contagion among team members and towards outsiders, and the link between contagion and group effectiveness.
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1:15 - 2:30pm, Chastain B Emerging Contexts and Methods for Studying Groups Persistent Collaborators in Online Production Communities Colleen Stuart, Laura Dabbish, Jason Tsay, Jim Herbsleb Carnegie Mellon University
We investigate the impact of persistent collaborators on developer contributions to Open Source Software (OSS) projects. In contexts where individuals are contributing to multiple projects, we suggest that persistent
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collaborators act to direct contributions toward mutually beneficial projects, potentially at the expense of other projects.
C4: An Interoperable Communications Database for Sharing Data and Analyses Andrew Duchon, Gabe Ganberg, Michael Therrien, Seamus Sullivan Aptima, Inc.
We are developing the concepts and technology for a Communications Database, or CommsDB, for unifying communications data. A web-based, public version containing the data from academic research will facilitate the sharing of data and analyses, and permit the use of automated analyses in a wide range of domains.
Differentiating Between Teams and Working Groups: A Psychometrically Sound Instrument Stephanie Brown Reitmeier, Dawn Utley, Sandra Carpenter The University of Alabama in Huntsville
As “teams” and “working groups” are different constructs, we created a psychometrically sound self-report questionnaire to differentiate them. It can be used to assess whether team-building would appropriate for a given work group or by researchers investigating the correlates and processes relevant to good performance for working groups and teams.
Does Transition Experience Improve Newcomer Performance? Evidence from the National Basketball Association Joseph R. Radzevick Gettysburg College
I differentiate the traditional concept of task experience and the novel concept of transition experience, which specifically captures insights accumulated as individuals shift between groups. Analyzing National Basketball Association player movement, I show task experience can produce negative consequences while low to moderate levels of transition experience can aid performance.
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1:15-2:30pm, Rialto A Symposium: Do You Feel What I Feel? Dynamic Emotional Processes in Groups and Teams Nale Lehmann-Willenbrock1, Zhike Lei2, Susannah B. F. Paletz3, Ming Ming Chiu4 1VU University Amsterdam; 2ESMT Berlin; 3University of Pittsburgh; 4SUNY Buffalo
To date we know very little about the social dynamics behind emotional experiences and the ways in which emotional processes unfold in team interaction over time. Taking steps to address this gap, this interdisciplinary, international symposium will present four innovative empirical studies on dynamic emotional processes in groups and teams.
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1:15 - 2:30pm, Rialto B Virtual Communities and Collaboration Understanding Employee Use of Professional Virtual Communities Anita Lynn Blanchard, Jerome Stewart, Melissa Medaugh, Iza Szymanska UNC Charlotte
Professional virtual communities (PVCs) are extra-organizational groups in which employees discuss work problems and receive informational and socio-emotional support. In this work-in-progress, we examine a PVC for nurses to understand the benefits of participating as well as the tensions that arise on this site.
Sociotechnical Capital and Situated Knowledge in Online Communities of Practice
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Susan G. Straus1, Rita Karam1, Tora K. Bikson1, Al Byers2 1RAND; 2National Science Teachers Association
This study explores how collaboration technologies are used to build distributed communities of practice (CoP) among science educators. Using web metrics and content analysis of posts to community forums, we analyze how participation in CoP activities leads to development of situated knowledge and sociotechnical capital and how sociotechnical capital further facilitates participation over time.
Performance Appraisal Feedback and Virtual Team Performance Felicia Olukemi Kaloydis Florida Institute of Technology
The performance appraisal feedback process is typically plagued with uneasiness in organizational life. This study examines the potential buffering role of mentoring in the relationship between performance appraisal feedback and virtual team performance. Essentially, the present study intends to fill the void in the literature by clarifying the aforesaid relationships.
Virtual Collaboration Between Equals: Assessing the Impact of Gesture in Shared Design Tasks Caroline Clarke Hayes Iowa State University
Many tools have been developed to allow distant collaborators to convey gestures or body language. However, few studies have deeply examined whether these tools actually benefit virtual collaborators. The purpose of this work is to begin exploration of these questions to inform the design of future virtual collaboration tools.
2:30pm – 4:00pm Break andINGRoup Business Meeting Chastain A 4:00pm – 5:00pm Graduate Student Business Meeting Chastain A 6:00pm – 9:00pm: Closing Celebration Scheller College of Business