Journal of Applied Psychology · 1995 · 380 citations · 26 references
Project ManagementDistributed DevelopmentOrganizational BehaviorDistributed Decision MakingManagementHierarchical SensitivitySystems EngineeringMultilevel TheoryVirtual TeamDistributed ExpertiseCollective CognitionDesignHierarchical TeamsPerformance StudiesOrganizational CommunicationDecision-makingDistributed CollaborationBusinessKnowledge ManagementWork Group DynamicArtsTeam Decision MakingRemote Collaboration
The study develops and tests a theory of decision‑making performance for hierarchical teams with distributed expertise. The theory posits three core team‑level constructs—team informity, staff validity, and hierarchical sensitivity—alongside three lower‑level constructs, and is evaluated through two studies involving 492 college students in a computerized command‑and‑control simulator. The studies reveal patterns of similarity and difference that support the theory, suggest possible refinements, and highlight implications for applied team settings.
The purpose of this research was to develop and test a theory of decision-making performance for hierarchical teams with distributed expertise. This theory identifies 3 core team-level constructs (team informity, staff validity, and hierarchical sensitivity) and 3 constructs below the team level that are central to decision-making accuracy in hierarchical teams with distributed expertise. Two studies are presented to test the proposed theory. A total of 492 college students worked on a computerized command-and-control simulator. Results from these studies are discussed in light of the theory. Similarities and differences in results across the 2 studies are discussed, as are potential modifications of the theory considering the data. Finally, implications of the theory for applied team contexts are elaborated
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On the psychology of prediction.
Daniel Kahneman, Amos Tversky · Psychological Review · 1973 · 6.2K citations
Bayesian Decision Theory, Behavioral Decision Making, Cognition +22