Group Decision-making Performance Research Articles

Group decision performance: The predictive role of decision making styles and cognition

While past research has shown that decision making styles significantly influence individual performance outcomes, little work has explored the effect of decision making style on group decision making. The objective of this study was to understand the effect of five decision making styles, task knowledge, and cognitive ability on group decision-making performance. Participants were individually scored for decision making styles, task knowledge, and cognitive ability, and then stratified into groups to complete a survival scenario task. Multiple regression analysis revealed that the spontaneous style of decision making strengthened the relationship between knowledge accuracy and performance, while the avoidant style weakened it. Furthermore, the rational style weakened the relationship between cognitive ability and performance. This investigation sheds light on the distinct contributions of individual decision-making styles and their interactions on group outcomes. The results encourage continued research on group decision making style and improve our knowledge of group performance.

Dynamic Fusion Simulation Method of Intertemporal Decision Preferences of Large Groups in Weak Relationships

The fusion of large group decision-making preferences is generally based on hard constraints, and the general low-consensus heterogeneous preference interaction situation of weak relationship decision-making under soft constraints has not been investigated. This study puts forward the preference connotation structure and preference attributes of the intertemporal decision-making of weak relationships groups, objective preference comparison standards between individuals, preference interaction neighborhoods between individuals, preference learning adjustment rules, and preference cycle interaction result evaluation connotations. On this basis, this research constructs a multistage and multiple-round intertemporal decision-making preference dynamic fusion theory and a method for weak relationship large groups. The simulation results verify and support the constructed preference fusion theory and method, indicating that a relatively rational interactive learning and adjustment process can improve the group decision-making performance of the key digital technology R&D team for offshore wind power project construction, operation, and maintenance and effectively improve the convergence level, convergence time, comprehensive decision-making benefits, and decision-making cognition. In the increasingly open large group intertemporal decision-making situation, these research viewpoints and conclusions will help to expand the strong relationship hypotheses of preference fusion in previous group decision-making research. The research opinions and conclusions supplement the theory and method of preference interaction fusion under soft constraints in large group decision-making.

Ambiguity and Communication Effects on Small Group Decision-Making Performance

The literature that has characterized the field of group studies has been controversial and confusing with regard to the effect of communicative and noncommunicative variables on group decision making. The research reported here seeks further understanding of the communication-performance relationship. It is postulated that two classes of variables (homogeneity and task) moderate the relationship between group communication and group performance. This is because the variables contribute to the overall ambiguity found in the decision-making situation. The ambiguity model is advanced in an effort to reconcile the contradictory findings, where they exist, and to propose new hypotheses regarding the communication-group performance relationship.

Understanding the Synergistic Effects of Communication in Small Groups

This article provides a review of the literature on the relationship between small group process and what Steiner and Collins & Guetzkow have termed, respectively, process loss and the assembly effect bonus. These models make contradictory predictions about the influence of communication variables on group decision-making performance. The extant research on group decision making has supported the validity of both models. The amount of ambiguity present in the decision-making situation is posited as a factor giving rise to instances of process gain and loss. Ambiguity is incorporated into a revised version of the path-goal model of group performance. The model outlines the types of influences that group interaction may have in a group's arriving at a process gain or loss.

The Effects of Group Attitudes Toward Alternative GDSS Designs on the Decision-making Performance of Computer-Supported Groups

Empirical investigations of the effects of group decision support systems (GDSS) accord relatively little attention to the role of attitudes developed by groups toward the GDSS. This study draws upon the theory of social influence to examine the role played by group attitudes in mediating the impact of GDSS designs on group decision-making performance. We found that, in addition to capabilities of GDSS designs, group attitudes toward GDSS were influential in affecting group decision-making performance. The managerial implications of the study are: (1) effective GDSS designs for supporting groups in equivocal decision-making contexts should include structures for communication and consensus support and (2) attempts should be made to enhance user attitudes toward the GDSS through design features of the GDSS, training, and facilitation of positive social influences within the group. The study also provides encouraging evidence about the value of social theories, such as the social influence model and the adaptive structuration theory, in investigating GDSS effects. Further, this study illustrates the value of the partial least squares (PLS) analysis method for testing holistic structural models of GDSS effects.

Individual Versus Group Decision-Making Performance: A Further Investigation of Two Theories In A Bankruptcy Prediction Task

Individual Versus Group Decision-Making Performance: A Further Investigation of Two Theories In A Bankruptcy Prediction Task

Group Communication and Decision-Making Performance A Continued Test of the Functional Perspective

The purpose of this investigation was to demonstrate that group decision-making performance is contingent on the effective or ineffective satisfaction of important decisional functions. The investigation involved three related studies. In the first study, an attempt was made to confirm the existence of systematic relationships between the quality of group decisions and the satisfaction of four functional requirements. The results supported the existence of significant positive relationships between group decision-making performance and the satisfaction of these decisional functions. In the second study, an attempt was made to establish the independent main effects of each of those four functions. Using a three-dimensional interaction coding scheme, it was found that variations in group decision quality can be independently accounted for by the quality of interaction in regards to three functions—problem analysis, evaluation of positive qualities, and evaluation of negative qualities. In the third study, an attempt was made to demonstrate that the quality of group decisions can be traced to the effective or ineffective satisfaction of decisional functions. The results provide conclusive evidence (at least at the level of primary reasoning), that the quality of a group's decision is a direct result of the group's ability (or inability) to perform important decisional functions. Taken as a whole, the studies thus offer continued support for the functional perspective.

Group Decision-Making Performance as Influenced By Group Tradition

Group Decision-Making Performance as Influenced By Group Tradition

Group Decision-Making Performance as Influenced by Consensus and Self-Orientation

This study investigated the effects of (1) instructions outlining procedures to be followed in group decision-making and (2) level of self orientation among group members upon the quality of group decisions. Groups receiving consensual instructions systematically performed better than uninstructed groups, however instructed groups utilized about 50 per cent more time in making their decisions. While no significant overall effect was found for self orientation among uninstructed groups high self oriented 'groups' resorted to averaging significantly more often than low groups. The practical implications of the findings are drawn.

The Effects of a Normative Intervention on Group Decision-Making Performance

The Effects of a Normative Intervention on Group Decision-Making Performance