Collective efficacy and vigilant problem solving in group decision making: A non-linear model
By Kevin Tasa, Glen R. Whyte. 2005
88 citations recorded by the source corpus.
Subfields: Artificial Intelligence, Management Science and Operations Research, Social Psychology
View Paper: https://www.semanticscholar.org/paper/0dd532f30d265c539c28ec8f54bb0b841ce8af74
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Artificial Intelligence
In Management Science and Operations Research
- Ella Miron-Spektor
- Aaron C. H. Schat
- Greg J. Sears
- Miriam Erez
- Eitan Naveh
- Abraham Carmeli
- Kevin Tasa
- J. Schaubroeck
In Social Psychology
- Abraham Carmeli
- Ashler Tishler
- Greg J. Sears
- Aaron C. H. Schat
- Miriam Erez
- Ella Miron-Spektor
- Eitan Naveh
- Kevin Tasa
Citations in the corpus
- How CEO empowering leadership shapes top management team processes: Implications for firm performance (2011, background): “This enables them to develop confidence in their ability to perform a task successfully (Gibson, 1999; Tasa & Whyte, 2005).”
- The Effect of Conformist and Attentive-To-Detail Members on Team Innovation: Reconciling the Innovation Paradox (2011, background): “In a series of studies, Whyte and colleagues showed that a strong belief in one’s capability reduces the tendency to identify possibilities of failure (Tasa & Whyte, 2005; Whyte & Saks, 2007; Whyte, Saks, & Hook, 1997).”
- Personality and teamwork behavior in context: The cross‐level moderating role of collective efficacy (2011, methodology): “Past research has shown that group process variables such as communication and decision-making processes (Lester et al., 2002; Tasa & Whyte, 2005) mediate between efficacy and outcomes.”