Effects of integrated and differentiated team knowledge structures on distributed team cognition

Vincent F. Mancuso, Michael D. McNeese

Research output: Chapter in Book/Report/Conference proceedingConference contribution

11 Scopus citations

Abstract

This paper describes an experiment to study the effects of varying knowledge structures on distributed team cognition. Using the teamNETS simulation, integrated and differentiated knowledge structures were manipulated by varying the reference materials the participants received during training. While the two knowledge structures had no direct effects on team performance, other results were found for their collaborative processes and team perceptions. Specifically the results showed that teams with differentiated structures worked more independently of each other, simply coordinated their actions and minimal communication, while teams with integrated structures worked more interdependently with a much tighter collaboration and frequent communication.

Original languageEnglish (US)
Title of host publicationProceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012
Pages388-392
Number of pages5
DOIs
StatePublished - Dec 1 2012
EventProceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012 - Boston, MA, United States
Duration: Oct 22 2012Oct 26 2012

Other

OtherProceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012
CountryUnited States
CityBoston, MA
Period10/22/1210/26/12

All Science Journal Classification (ASJC) codes

  • Human Factors and Ergonomics

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    Mancuso, V. F., & McNeese, M. D. (2012). Effects of integrated and differentiated team knowledge structures on distributed team cognition. In Proceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012 (pp. 388-392) https://doi.org/10.1177/1071181312561088