Multilevel Theory of Team Decision Making: Decision Performance in Teams Incorporating Distributed Expertise

John R. Hollenbeck, Daniel R. Ilgen, Douglas J. Sego, Jennifer Hedlund, Debra A. Major, Jean Phillips

Research output: Contribution to journalArticlepeer-review

259 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)292-316
Number of pages25
JournalJournal of Applied Psychology
Volume80
Issue number2
DOIs
StatePublished - Apr 1995

All Science Journal Classification (ASJC) codes

  • Applied Psychology

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