Pooling Unshared Information: The Benefits of Knowing How Access to Information Is Distributed among Group Members

By Garold Stasser, Sandra I. Vaughan, Dennis D. Stewart. 2000

299 citations recorded by the source corpus.

Subfields: Communication, Information Systems, Social Psychology

View Paper: https://www.semanticscholar.org/paper/35fe7e0106df04a19e3e24276adbec59c3821817

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Citations in the corpus

Leadership and trust: Their effect on knowledge sharing and team performance (2010, background): “…et al., 2008), team communication styles and knowledge sharing attitudes (deVries et al., 2006), interpersonal familiarity (Gruenfeld et al., 1996), structural diversity (Cummings, 2004) and diversity of team member expertise (Stasser et al., 2000), and small team size (Stasser and Stewart, 1992).”
Group Decision Making Under Conditions of Distributed Knowledge: The Information Asymmetries Model. (2007, background): “Furthermore, groups in which members know about each others’ area of expertise, tend to discuss more unshared information (Stasser et al., 1995; Stasser et al., 2000; Stewart & Stasser, 1995) and solve hidden profiles more often (Stasser et al., 1995) than groups in which no transactive memory…”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “Group decision making research also has a rich tradition in studying groups’ use of distributed information – information initially not known to all members (Gruenfeld et al., 1996; Stasser & Titus, 1985; Stasser et al., 2000).”
Does Team Building Work? (2009, background): “For example, Stasser, Vaughan, and Stewart (2000) discussed the tendency for group members to discuss shared information rather than the unique information that is held by team members—an issue that becomes more problematic as teams increase in size.”
Through a Glass Darkly: Information Technology Design, Identity Verification, and Knowledge Contribution in Online Communities (2007, background): “Furthermore , experiments have shown that when select subjects are publicly and explicitly assigned an expert role, a decision-making group recalls more uniquely held more information provided by the assigned expert (Stasser et al. 1995, 2000).”
KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS (2000, background): “Stasser, Vaughan, and Stewart (2000) provided evidence on how member– task networks affected knowledge sharing in groups.”
From cooperative to motivated information sharing in groups: moving beyond the hidden profile paradigm (2004, background): “The informationpooling superiority of collective recall groups is further enhanced when members anticipate the collective recall task before discussion: members who know that they will recall information in a group mention more unshared information than members who mistakenly believe that they will ”