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Joint effects of team composition and team decision mode on complex decision quality
by Stapleton, James L., Ph.D., Southern Illinois University at Carbondale, 2006 , 195 pages; AAT 3215030

Abstract (Summary)

The purpose of the study was to contribute to the knowledge currently existing in small-group research regarding the common set of conditions and processes necessary to produce the assembly effect within teams. More specifically, the study sought to demonstrate that teams heterogeneous in information-processing preferences, as measured by the Myers-Briggs Type Indicator (MBTI), are necessary to produce quality solutions to complex, multi-stage problems. Furthermore, instructions that facilitate consensus are required for the production of team decisions with greater quality than those of its most capable members.

Undergraduate business students (N = 360) completed the MBTI and were arranged in homogeneous and heterogeneous teams. Participants completed the Winter Survival Exercise, a complex exercise involving formulation of a survival strategy and ranking a series of ambiguous survival items, first as individuals and subsequently in teams. Teams were randomly assigned to one of two experimental conditions: instructed in consensus decision making and not-instructed in consensus decision making.

A 2 X 2 between subjects factorial design was employed to investigate the research questions. The hypotheses tested compared several mean decision performance measures among 4-person teams (n = 90) differing in composition (homogeneous vs. heterogeneous) and experimental condition (consensus instructed vs. not-instructed).

As hypothesized, heterogeneous teams performed better (p < .05) than homogeneous teams at the problem-solving task. However, the composition main effect was not statistically significant in the occurrence of the assembly effect. Also hypothesized, the proportion of consensus-instructed teams achieving the assembly effect was greater (p < .05) than not-instructed teams. However, the decision mode main effect was not statistically significant in the performance on the problem-solving task. The hypothesized interaction effect, which would have heterogeneous consensus-seeking teams outperforming all others, was not supported. Discussion of findings and recommendations for further research are offered.

Indexing (document details)

Advisor:Anderson, Marcia A.Waugh, C. Keith
School:Southern Illinois University at Carbondale
School Location:United States -- Illinois
Keyword(s):Team, Decision mode, Complex decision quality, Group dynamics
Source:DAI-A 67/04, Oct 2006
Source type:Dissertation
Subjects:ManagementOccupational psychologyTeamsStudiesAlliancesDecision making
Publication Number: AAT 3215030
ISBN:9780542647543
Document URL:
ProQuest document ID:1147183151


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