Petru Lucian Curşeu

How do virtual teams process information? A literature review and implications for management

Purpose – The purpose of this paper is to inform readers on what is known on information processing in virtual teams and to discuss the consequences of these findings for the management of virtual teams.Design/methodology approach – Systematic review of the literature on information processing in virtual teams based on a general information processing model for teams.Findings – An overview of the most relevant factors that influence the effectiveness of virtual teams is provided.Research limitations/implications – The review is based on existing literature on virtual teams and it discusses future research directions opened by the conceptualization of virtual teams as information processing systems.Practical implications – The paper identifies the factors that can improve the effectiveness of information processing in virtual teams.Originality/value – The general information‐processing model for teams enables a systematic integration of the fragmented literature on virtual teams.

Emergent states in virtual teams: a complex adaptive systems perspective

Research on virtual teams (VTs) has proliferated in the last decades. However, few clear and consistent theoretical attempts to integrate the literature on VTs in a systemic way have emerged. This paper uses the complex adaptive systems (CAS) perspective to integrate the literature on emergent states in VTs. According to this general framework, VT effectiveness depends on the interaction between three levels of dynamics: local, global and contextual. Team cognition, trust, cohesion and conflict are described as states that emerge from the interactions among the VT members and as parts of global dynamics, they impact on VT effectiveness, and in the same time they are influenced by the outcomes of the VT. The insights on this bidirectional causality as well as other benefits of using the CAS framework to improve our understanding of VTs are discussed in the paper. It also provides an overview of artificial simulation models as well as simulation results concerning the emergence of the four states described in the CAS framework and discusses several ways to improve the accuracy of the simulation models using empirical data collected in real VTs.

The Effects of Groups' Variety and Disparity on Groups' Cognitive Complexity

This study examined the influence of group diversity conceptualized as disparity and as variety on group cognitive complexity. Data on individual cognitive complexity and group cognitive complexity were collected in 44 groups using a conceptual mapping technique. Also data on the quality of teamwork processes and satisfaction were collected using an individual questionnaire. The results indicate that (a) gender variety has a positive impact on group cognitive complexity, (b) cognitive disparity has a negative impact on group cognitive complexity, and (c) groups with a high average individual cognitive complexity have the highest cognitive complexity as a group only if the quality of their interactions is high.

Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness

The decision-making literature emphasizes that in high-stake decisions the characteristics of individual decision-makers, their interpretation of decision situations, and their social ties play an important role in decision outcomes. Despite these results, research on small- and medium-sized enterprises has only partially covered these influences. In a sample of 565 small-business owners, this study identifies the extent to which these characteristics and social ties affect decision effectiveness and the extent to which their impact is mediated by evaluative judgements of the decision situation. Our results suggest that the interplay between human capital and social capital affects decision outcomes via evaluative judgments and this effect is moderated by decision content, in such a way that depending on decision content (internal versus external focus) entrepreneurial experience and the breadth of social capital are either assets or liabilities for decision effectiveness.

Social capital as a decision aid in strategic decision‐making in service organizations

Purpose – This paper aims to examine the role of social capital as a strategic decision aid in small and medium sized enterprises (SMEs) in different service sectors.Design/methodology/approach – Data on 434 strategic decisions in service SMEs was gathered through computer‐aided telephone interviews and analyzed using structural equation modeling to test the mediating role of level of risk acceptance and confidence in the relationship between the breadth of social capital and decision effectiveness.Findings – Evaluative judgments (risk acceptance and confidence) explain the negative effects of social capital on decision effectiveness. Service delivery and dependency on tacit know‐how account for differences between SMEs in different service sectors and serve as explanations for different effects of social capital as a decision aid.Research limitations/implications – The study sheds light on the psychological underpinnings of social capital effects in strategic decisions. Higher varieties of actors make de...

Virtual communicating, conflicts and performance in teams

Purpose – This paper aims to examine the influence of the level of team virtuality on the effects of intra‐team conflicts on team performance, which have hardly been investigated.Design/methodology/approach – A framework is proposed based on the extent to which team members use communication media to coordinate their actions and execute their tasks, taking into account the extent to which the communication media are synchronous and the extent to which the communication media convey para‐verbal and nonverbal aspects of communication. Data of 49 teams with 172 team members were analyzed using stepwise multiple regression analysis.Findings – The level of team virtuality influences the relation between intra‐team conflict and perceived team performance. The higher the level of team virtuality, the greater the positive impact of task conflict on perceived team performance. In teams with a low level of virtuality task conflict has a negative impact on perceived team performance, and in high virtual teams task c...

Task and relationship conflict in short‐term and long‐term groups: The critical role of emotion regulation

Purpose – The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict.Design/methodology/approach – A field study was conducted to test the interaction of emotion regulation and task conflict on the emergence of relationship conflict in 43 short‐term (temporary) groups and 44 long‐term groups.Findings – The results show that the highest chance for task conflict to evolve into relationship conflict is when groups (both short‐term and long‐term) have less effective emotion regulation processes, while task and relationship conflict are rather decoupled in long‐term groups scoring high on emotion regulation.Research limitations/implications – The paper concludes with a discussion of the obtained results in terms of their implications for conflict management in groups. Further research should explore the moderation effects in longitudinal studies in order to fully test the variables in the model.Originalit...

Decision rules and group rationality: cognitive gain or standstill?

Recent research in group cognition points towards the existence of collective cognitive competencies that transcend individual group members’ cognitive competencies. Since rationality is a key cognitive competence for group decision making, and group cognition emerges from the coordination of individual cognition during social interactions, this study tests the extent to which collaborative and consultative decision rules impact the emergence of group rationality. Using a set of decision tasks adapted from the heuristics and biases literature, we evaluate rationality as the extent to which individual choices are aligned with a normative ideal. We further operationalize group rationality as cognitive synergy (the extent to which collective rationality exceeds average or best individual rationality in the group), and we test the effect of collaborative and consultative decision rules in a sample of 176 groups. Our results show that the collaborative decision rule has superior synergic effects as compared to the consultative decision rule. The ninety one groups working in a collaborative fashion made more rational choices (above and beyond the average rationality of their members) than the eighty five groups working in a consultative fashion. Moreover, the groups using a collaborative decision rule were closer to the rationality of their best member than groups using consultative decision rules. Nevertheless, on average groups did not outperformed their best member. Therefore, our results reveal how decision rules prescribing interpersonal interactions impact on the emergence of collective cognitive competencies. They also open potential venues for further research on the emergence of collective rationality in human decision-making groups.

Struggles for cooperation: conflict resolution strategies in multicultural groups

Purpose – The aim of this paper is to examine the influence of group composition in cultural values on conflict management styles in groups.Design/methodology/approach – A field study using data from 125 groups was conducted.Findings – The results show that in groups where members feel they are equal and connected (horizontal collectivism) cooperation is better, and contending and avoiding conflict management styles are used less. When people view themselves as unequal and independent (vertical individualism (VI)) the avoiding style of conflict management is more frequently used. Within‐group similarity (low variety) in VI leads to more cooperation and less avoidant conflict management strategies as well as less third party interventions. High group variety in views of being unequal, but interconnected (vertical collectivism), as well as in the views of being equal but independent (horizontal individualism), leads to more cooperative conflict resolution strategy.Practical implications – The results show t...

Decision Styles and Rationality: An Analysis of the Predictive Validity of the General Decision-Making Style Inventory.

This study investigates the relationship between the five decision-making styles evaluated by the General Decision-Making Style Inventory, indecisiveness, and rationality in decision making. Using a sample of 102 middle-level managers, the results show that the rational style positively predicts rationality in decision making and negatively predicts indecisiveness, whereas the avoidant style positively predicts indecisiveness.