Abstract
This study combined the dual perspectives of team interaction and decision-making stages. Based on 22,654 behavioral units from 20 four-person teams, we developed a team decision-making process model encompassing goal-driven patterns, information sharing, knowledge integration, and decision-making transition. Additionally, we found that high-performance teams engage more in exploratory discussions, timely summarization, and conflict coordination mechanisms, compared to low-performance teams. We summarize the specific interactions that are beneficial and harmful to decision-making performance. This study supplements previous research on team interaction during the decision-making stage and expands the nuanced understanding of how team interactions affect decision-making performance.
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