Journal
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
Volume 122, Issue 1, Pages 92-99Publisher
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2013.04.003
Keywords
Team performance; Cognitive diversity; Cognitive style; Strategic focus; Strategic consensus; Errors
Categories
Funding
- Div Of Information & Intelligent Systems
- Direct For Computer & Info Scie & Enginr [0963285] Funding Source: National Science Foundation
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This research investigates the effect of members' cognitive styles on team processes that affect errors in execution tasks. In two laboratory studies, we investigated how a team's composition (members' cognitive styles related to object and spatial visualization) affects the team's strategic focus and strategic consensus, and how those affect the team's commission of errors. Study 1, conducted with 70 dyads performing a navigation and identification task, established that teams high in spatial visualization are more process-focused than teams high in object visualization. Process focus, which pertains to a team's attention to the details of conducting a task, is associated with fewer errors. Study 2, conducted with 64 teams performing a building task, established that heterogeneity in cognitive style is negatively associated with the formation of a strategic consensus, which has a direct and mediating relationship with errors. (c) 2013 Elsevier Inc. All rights reserved.
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