Alle Publikationen
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2015
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(2015): That’s not my place. The interacting effects of faultlines, subgroup size, and social competence on social loafing behaviour in work groups. In: European Journal of Work and Organizational Psychology 25 (1), S. 31-49. DOI: 10.1080/1359432X.2014.996554
Abstract: Taking a social relations approach to team diversity, the authors propose that faultlines - hypothetical dividing lines that split a team into relatively homogeneous subgroups - impact the team members' propensity to exhibit social loafing behaviour. They further propose that this individual-level reaction to the faultline structure of the team can differ among team members, depending on the size of their subgroup and on their individual social competence. These assumptions were tested in a sample of real teams working on an intellective task during which social loafing behavior was video-coded. In partial support of the hypotheses, generalized mixed models revealed that social loafing behavior was most common for team members who were part of a team with strong faultlines, who belonged to the larger subgroup in their team, and who exhibited low levels of social competence. These results highlight the benefits of taking a multilevel approach to the effects of faultlines. zitiert von 29
2013
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(2013): Toward an Understanding of Culture and the Performance of Teams in Complex Systems. In: IEEE Systems Journal 7 (4), S. 606-615. DOI: 10.1109/JSYST.2012.2206153
Abstract: Systems are becoming ever more complex and the practice of systems engineering is becoming more formalized. However, this formalization is aimed primarily at the technical and process components of complex systems and systems of systems. National cultural variations in the human components of such systems (typically functioning as groups or teams) are not typically included in the formal specifications and, as a result, the technical end products do not fully compensate for these variations. This paper provides an introduction to culture, its sources, its measurement, and its effects on team performance. It presents a summary of the research literature on culture and teams, and an overview of a set of pilot studies carried out by the authors. It then describes a methodology and software tool developed by the authors for the assessment of the cultural traits of team members and the estimation of the effects of team member culture on team performance. This paper concludes that despite some disparities in the results of research studies, sufficiently strong relationships between culture and team performance have been established to justify the development of culture-sensitive team performance prediction tools.
2012
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(2012): Virtual project teams. The role of empathy and social intelligence in the development of trust. ProQuest Information & Learning, US.
Abstract: The purpose of this quantitative research study is to determine whether a relationship exist between nine virtual team leaders’ emotional intelligence skills of social intelligence and their empathy practice, and the perceived trust the virtual project team members had for their team leader. The subfactors of social responsibility and interpersonal relationship comprise social intelligence. The study hypothesized that the virtual team leaders’ empathy skills and social skills would positively influence the development of trust, as perceived by the virtual team members. Nine virtual teams from the defense contractor industry in the southeastern United States participated. Two survey instruments were used to evaluate the hypothesis. The Bar-On Emotional Quotient Inventory (EQ-i) survey instrument was used to assess the practiced empathy skills and social intelligence skills if the virtual team leader. The ABC Research Foundation’s Measuring Organizational Trust indicator tool was used to assess the perceived trust of the virtual team members. The results of the study indicated that no significant positive correlation exist between virtual project leaders’ practice of empathic behavior and the development of trust among the team members. Social intelligence, as a whole, is associated with the development of trust in leader-member relationships in virtual project teams. These results further indicated that interpersonal relationship skills are strongly associated with developing positive trust relations and interactions in virtual environments. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
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(2012): An Inter- and Intraindividual Perspective of the Substitutability of Fairness Rules for Trust Within Teams. In: Journal of Applied Social Psychology 42 (4), S. 850-873. DOI: 10.1111/j.1559-1816.2011.00831.x
DOI: https://doi.org/10.1111/j.1559-1816.2011.00831.x Abstract: The present study longitudinally assesses fairness allocation rule importance and equity allocation preference under conditions of evolving team trust. We predicted an interchangeable relationship between trust and allocation rules using an uncertainty management theory framework (Lind & Van den Bos, 2002; Van den Bos & Lind, 2002). From an interindividual perspective, lower initial trust toward team members predicted a higher degree of importance for the use of preferred allocation rules and greater use of the equity heuristic. An intraindividual change in trust predicted an inverse change in use of the equity heuristic, but not the expected change in allocation rule importance. Implications of these results for future research and practice are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
2011
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(2011): Adaptive aiding of human-robot teaming: Effects of imperfect automation on performance, trust, and workload. In: Journal of Cognitive Engineering and Decision Making 5 (2), S. 209-231. DOI: 10.1177/1555343411410160
DOI: https://doi.org/10.1177/1555343411410160 Abstract: [Correction Notice: An erratum for this article was reported in Vol 5(3) of Journal of Cognitive Engineering and Decision Making (see record [rid]2011-18021-005[/rid]). In the original article, the data in Tables 3 and 4 were switched. The corrected Tables 3 and 4 is given in the erratum.] In many emerging civilian and military operations, human operators are increasingly being tasked to supervise multiple robotic uninhabited vehicles (UVs) with the support of automation. As 100% automation reliability cannot be assured, it is important to understand the effects of automation imperfection on performance. In addition, adaptive aiding may help counter any adverse effects of static (fixed) automation. Using a high-fidelity multi-UV simulation involving both air and ground vehicles, two experiments examined the effects of automation reliability and adaptive automation on human-system performance with different levels of task load. In Experiment 1, participants performed a reconnaissance mission while assisted with an automatic target recognition (ATR) system whose reliability was low, medium, or high. Overall human-robot team performance was higher than with either human or ATR performance alone. In Experiment 2, participants performed a similar reconnaissance mission with no ATR, static automation, or with adaptive automation keyed to task load. Participant trust and self-confidence were higher and workload was lower for adaptive automation compared with the other conditions. The results show that human-robot teams can benefit from imperfect static automation even in high task load conditions and that adaptive automation can provide additional benefits in trust and workload. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
2008
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(2008): All in the Timing. In: Small Group Research 39 (3), S. 328-351. DOI: 10.1177/1046496408317036
Abstract: The role of time in measuring group and team temporality constitutes more than a methodological issue-it is a theoretical question. That is, if group interaction is theorized as processual and processes occur through time, then research on team temporality, as well as a range of other issues, must grapple with the methodological implications of our theories. This article contributes to INGRoup's aim to advance theory and methods for understanding groups by exploring methodological approaches that allow researchers to capture a variety of team processes over time. Three case studies address the practical issues involved with employing various types of time-sensitive data collection, time-dependent coding, and time-based analysis, including their advantages and disadvantages. Together, the authors describe diverse field and analytical methods useful for interrogating theoretical assumptions about time in groups. Doing so expands the notion of group temporality to consider the role of both epochal and fungible times at multiple stages of group research. zitiert von 59
Keywords: Data Collection, group dynamics, Gruppenverhalten, Statistical Analysis, teams, time, timing
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