Extending the multilevel theory of team decision making: Effects of feedback and experience in hierarchical teams

John R. Hollenbeck, Daniel R. Ilgen, Jeffery LePine, Jason A. Colquitt, Jennifer Hedlund

Research output: Contribution to journalArticle

93 Citations (Scopus)

Abstract

This study extends previous research on the multilevel theory of team decision making and shows that team-level decision-making accuracy is affected by factors originating at lower levels of analysis. The results from 380 individuals arrayed into 95 four-person teams working on a simulated naval command and control task indicated that the constructs specified by this theory accounted for over half of the variance in team performance and that teams given feedback on those constructs performed better than control teams. We elaborate on the relationships among the core constructs and further elucidate the process by which they affect overall team decision-making accuracy.

Original languageEnglish (US)
Pages (from-to)269-282
Number of pages14
JournalAcademy of Management Journal
Volume41
Issue number3
StatePublished - Jun 1998
Externally publishedYes

Fingerprint

Decision making
Feedback
Team decision making
Multilevel theory
Factors
Levels of analysis
Team working
Team performance

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management

Cite this

Extending the multilevel theory of team decision making : Effects of feedback and experience in hierarchical teams. / Hollenbeck, John R.; Ilgen, Daniel R.; LePine, Jeffery; Colquitt, Jason A.; Hedlund, Jennifer.

In: Academy of Management Journal, Vol. 41, No. 3, 06.1998, p. 269-282.

Research output: Contribution to journalArticle

Hollenbeck, John R. ; Ilgen, Daniel R. ; LePine, Jeffery ; Colquitt, Jason A. ; Hedlund, Jennifer. / Extending the multilevel theory of team decision making : Effects of feedback and experience in hierarchical teams. In: Academy of Management Journal. 1998 ; Vol. 41, No. 3. pp. 269-282.
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