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1 – 10 of over 115000Reports on how to make decisions within groups, implying that ifteam decisions are not made properly time can be wasted and incorrectdecisions made. Details various methods, from…
Abstract
Reports on how to make decisions within groups, implying that if team decisions are not made properly time can be wasted and incorrect decisions made. Details various methods, from command to consensus and unanimous decisions. Lists advantages and disadvantages of group decisions, and recommends selecting when and when not to use consensus.
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Keywords
The purpose of this paper is to illuminate in practical terms research‐based approaches that enable organizational leaders to support effective decision‐making in teams.
Abstract
Purpose
The purpose of this paper is to illuminate in practical terms research‐based approaches that enable organizational leaders to support effective decision‐making in teams.
Design/methodology/approach
A literature review of emerging group decision‐making research was conducted and thematically summarized. The themes were discussed and revised with input from twenty global leaders and a dozen university researchers at a two‐day conference held at Harvard University's Learning Innovation Laboratory.
Findings
What leaders do early on has lasting impact on a team's ability to make effective decisions. Research shows that leaders have the most impact on group decisions at the beginning when they frame the team's goal (purpose), member roles and skills they bring to the group (people), and initial strategies (process). The earlier teams establish these frames the more likely they have put in place the conditions for effective decision‐making.
Practical Implications
The themes illustrate a model that leaders can use when making choices of when to use teams for decisions, how to design decision making teams, and how to launch them.
Originality/value
This article aims to present a unique synthesis of research‐based findings on group decision‐making and offers a simple model for action.
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Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt
Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without…
Abstract
Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.
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Brian J. Collins, Timothy P. Munyon, Neal M. Ashkanasy, Erin Gallagher, Sandra A. Lawrence, Jennifer O'Connor and Stacey Kessler
Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between…
Abstract
Purpose
Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between team members and team process norms affected the team's decision-making effectiveness.
Approach
Teams were placed in a survival simulation where they evaluated how best to maximize the team's survival prospects given scarce resources. We incorporated multisource and multirater (i.e., team, observer, and archival) data to ascertain the impacts of affect asymmetry and team process norms on decision-making effectiveness.
Findings
Results suggest that teams with low positive affect asymmetry and low process norms generate the most effective decisions. The least effective team decision performance occurred in teams characterized by high variance in team positive affectivity (high positive affect asymmetry) and low process norms. We found no similar effect for teams with high process norms and no effect for negative affect asymmetry, however, irrespective of team process norms.
Originality
These findings support the affect infusion model and extend cognitive resource theory, by highlighting how affect infusion processes and situational constraints influence team decision-making in extreme and disruptive contexts.
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Quintus R. Jett and Jennifer M. George
Using an Internet-based business simulation, we examine emergent strategy processes and their consequences in a competitive environment. We find that the emergent decision…
Abstract
Using an Internet-based business simulation, we examine emergent strategy processes and their consequences in a competitive environment. We find that the emergent decision processes of management teams vary in the extent to which they entail forward looking, anticipatory thinking and experimentation, and the attention the teams pay to their organizations’ capabilities. In dynamic and uncertain environments, information search activities and decision processes are key determinants of organizational performance. Our results suggest that effective emergent decision processes necessarily include elements of deliberate strategy.
Shelley D. Dionne and Peter J. Dionne
Previous literature has compared the effectiveness of different styles of leadership, yet most of this research has not compared different levels of analyses regarding leader…
Abstract
Previous literature has compared the effectiveness of different styles of leadership, yet most of this research has not compared different levels of analyses regarding leader styles or behaviors. This shortcoming often limits our understanding of how leadership acts on a phenomenon of interest to a single level of analysis. This article develops a computational model and describes a levels-based comparison of four types of leadership that represent three different levels: individual, dyad, and group. When examined across a dynamic group decision-making optimization scenario, group-based leadership is found to produce decisions that are closer to optimal than dyadic-based and individual-based leadership. An alternative computational model varying individual cognitive and experience-based components among group members also indicates that group-based leadership produces more optimal decisions. First published in Leadership Quarterly (Dionne, S. D., & Dionne, P. J. (2008). Levels-based leadership and hierarchical group decision optimization: A simulation. Leadership Quarterly, 19, 212–234), this version offers an updated introduction discussing simulation as a theoretical development tool and supplies additional evidence regarding the growth of simulation methods in leadership research.
Wencang Zhou, Zhu Zhu and Donald Vredenburgh
As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention…
Abstract
Purpose
As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance.
Design/methodology/approach
Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety.
Findings
This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety.
Research limitations/implications
The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further.
Practical implications
As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance.
Originality/value
This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.
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Satyanarayana Parayitam and Chris Papenhausen
This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of…
Abstract
Purpose
This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes.
Design/methodology/approach
Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses.
Findings
The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes.
Research limitations/implications
The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature.
Practical implications
In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior.
Social implications
The findings from the study help in creating a fruitful social environment in organizations.
Originality/value
This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.
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Vicki L. Bogan, David R. Just and Chekitan S. Dev
The purpose of this paper is to investigate whether the gender composition of a fund management team influences investment decision-making behavior. Specifically, we focus on how…
Abstract
Purpose
The purpose of this paper is to investigate whether the gender composition of a fund management team influences investment decision-making behavior. Specifically, we focus on how portfolio choice is affected by team risk aversion and loss aversion.
Design/methodology/approach
Using an experimental economics approach, the paper examines the relationship between gender diversity and investment decisions. Teams of four persons each were given the task of making investment portfolio management decisions.
Findings
The paper finds that team composition does influence financial decisions with regard to the assessment of risk and loss. The paper finds evidence that a male presence increases the probability of selecting a higher risk investment. However, the all male teams are not the most risk seeking. Moreover, having a male presence can increase loss aversion.
Originality/value
In the context of workforce composition, these results could have important implications for team investment decisions driven by the assessment of risk and return tradeoffs. To curb excessive risk taking and loss aversion, the findings would suggest that understanding the role of gender diversity in risk management would be useful in effecting change.
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The purpose of the paper is to classify the full scope of hazards in the way to effective project‐ and decision‐management in teams, and to present team leaders with a practical…
Abstract
Purpose
The purpose of the paper is to classify the full scope of hazards in the way to effective project‐ and decision‐management in teams, and to present team leaders with a practical set of guidelines for coping with those obstacles, towards successful achievements.
Design/methodology/approach
The paper provides a classification of the full spectrum of possible factors responsible for mishaps, faults and failures which regularly tend to occur within managerial and organizational activities at all levels. It goes on to present a set of two tools that, jointly applied, can provide managers with the necessary control to lead more team processes and projects towards successful terminations: the “revised decision square model” and the “capi” model.
Findings
The paper provides evidence in the form of quotes from testimonies of managers who have adopted the proposed strategy for their every‐day use within their teams.
Practical implications
The paper offers a practical step‐by‐step set of guidelines to lead managers towards a relatively high level of control in the management of effective and efficient team decision making and implementation processes, ensuring their route towards successful achievements.
Originality/value
Limited attention has been given in the literature to the studying of practical and applicable managerial techniques to successful decision‐implementation in teams. This paper focuses on this neglected domain, proposing a solution, in the form of an integrative strategy.
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