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

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

Research output: Contribution to journalArticle

94 Scopus citations


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
Issue number3
StatePublished - Jun 1998
Externally publishedYes


ASJC Scopus subject areas

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

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