Collective Cognition in Action: Accumulation, Interaction, Examination, and Accommodation in the Development and Operation of Group Efficacy Beliefs in the Workplace.

By Cristina B. Gibson, P. Earley. 2007

233 citations recorded by the source corpus.

Group efficacy has emerged as an important and significant predictor of group effectiveness. However, most conceptual work on group efficacy fails to capture its complexity. In this article we extend extant theory and develop a more in-depth model of how group efficacy develops and operates within existing groups, including complex moderating factors. We conclude with a discussion of implications and future research concerning motivation in collaborative efforts.

Subfields: Communication, Developmental and Educational Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/16a24c19a9d776260b3557965b0dac30a47e8f2b

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Citations in the corpus

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, unknown): “Furthermore, networks in teams structure interaction and communication and, therefore, the possibilities for collective sensemaking about the team’s capabilities to perform effectively (cf. Gibson & Earley, 2007; Weick, 1995).”
Dual commitment in the organization: Effects of the interplay of team and organizational commitment on employee citizenship behavior, efficacy beliefs, and turnover intentions (2017, background): “The first argues that group efficacy is the product of how members process information about their group (e.g. about past performance) (Gibson & Earley, 2007).”
Sticking it All Together: A Critical Assessment of the Group Cohesion–Performance Literature (2009, unknown): “Many researchers have examined both the cohesiveness and performance constructs independently, as well as comparatively, to identify the variables that predict both, including their moderators (Goodman et al. 1987). For example, Littlepage et al. (1989) obtained data supporting the notion that varia”
The Dark Side of Structural Holes (2013, background): “On the contrary, through the mutual expectation of compliance to social norms, group members reduce their doubts with regard to each other, enabling discretionary action (Gibson & Earley, 2007).”
The Effect of Conformist and Attentive-To-Detail Members on Team Innovation: Reconciling the Innovation Paradox (2011, background): “Increased team cohesion enhances team members’ beliefs in their ability to work together toward a common goal (Gibson & Earley, 2007; Lee, Tinsley, & Bobko, 2002).”
Psychological capital: A review and synthesis (2014, background): “…to heighten the influence of team-level PsyCap on team-level outcomes, given prior work suggests that when there is greater consensus and shared understanding between team members, they are better able to channel their group efficacy towards goal setting and achievement (Gibson & Earley, 2007).”
Personality and teamwork behavior in context: The cross‐level moderating role of collective efficacy (2011, background): “Conversely, groups characterized by low collective efficacy are more likely to experience apathy, uncertainty, and a lack of direction (Bandura, 1997; Gibson & Earley, 2007).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, background): “Gibson and Earley (2007) suggested task interdependence may moderate the relationship between antecedents and collective efficacy.”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, methodology): “Although collective efficacy has origins at the individual level, collective efficacy is more than the sum of its parts (Gibson & Earley, 2007), thus emerging as a distinct collective phenomenon.”
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “It refers to a team’s belief in its capability to perform a task (Bandura 1997; Gibson and Earley 2007).”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “engage in sustained creative endeavours and are more willing to share and exchange information and ideas to generate creativity (Gibson and Earley 2007; Paulus and Dzindolet 2008).”
Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective (2013, background): “Nevertheless, previous literature indicates that team leaders are more likely to set the tone and quality of perceived team efficacy (Liu, Kwan, & Fisher, 2009), because perceived team efficacy is more influenced by team leaders or high-status employees (Gibson & Earley, 2007; Liu et al., 2009).”