Ishani Aggarwal

Collective Intelligence and Group Performance

We review recent research on collective intelligence, which we define as the ability of a group to perform a wide variety of tasks. We focus on two influences on a group’s collective intelligence: (a) group composition (e.g., the members’ skills, diversity, and intelligence) and (b) group interaction (e.g., structures, processes, and norms). We also call for more research to investigate how social interventions and technological tools can be used to enhance collective intelligence.

Collective Intelligence in Computer-Mediated Collaboration Emerges in Different Contexts and Cultures

Collective intelligence (CI) is a property of groups that emerges from the coordination and collaboration of members and predicts group performance on a wide range of tasks. Previous studies of CI have been conducted with lab-based groups in the USA. We introduce a new standardized online battery to measure CI and demonstrate consistent emergence of a CI factor across three different studies despite broad differences in (a) communication media (face-to-face vs online), (b) group contexts (short-term ad hoc groups vs long-term groups) and (c) cultural settings (US, Germany, and Japan). In two of the studies, we also show that CI is correlated with a groups performance on more complex tasks. Consequently, the CI metric provides a generalizable performance measure for groups that is robust to broad changes in media, context, and culture, making it useful for testing the effects of general-purpose collaboration technologies intended to improve group performance.

Team Creativity, Cognition, and Cognitive Style Diversity

In spite of the recognized importance of team creativity for organizational success, the factors that influence it are not well understood. In this paper, we address an important gap in the literature on the impact of team diversity on team creativity. We show how team cognitive diversity both enhances and inhibits team cognition, or the manner in which information is organized and distributed within the team. We further demonstrate that team cognition is a key mechanism through which cognitive diversity influences team creativity. The paper introduces a new theoretical lens, the signal-detection perspective, which argues that cognitive diversity amplifies the signals to the location of critical cognitive resources within the team and aids in their detection, consequently enhancing the form of team cognition that is central to team creativity. We test the predictions in a longitudinal study with 112 MBA student project teams. This research advances our understanding of what makes teams creative by synthes...

Two Perspectives on Intellectual Capital and Innovation in Teams: Collective Intelligence and Cognitive Diversity

Teams are increasingly the locus of creativity and innovation in organizational settings, and understanding what affects their performance is critical to organizational performance. We draw on research from two different perspectives on intellectual capital to theorize about the enablers and disablers of innovation in teams. The first perspective draws on collective intelligence in human groups, and the second is related to team composition, specifically cognitive diversity. Borrowing from these two perspectives, we generate theory to integrate our understanding of how collective intelligence and cognitive diversity contribute toward (or detract from) the team’s potential to produce innovative solutions and products.