The Efficacy Advantage: Factors Related to the Formation of Group Efficacy1

By Cristina B. Gibson. 2003

94 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a8053db3507d8307dffab38952e1d72be56ab45e

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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): “As team members interact with each other and share subjective impressions, they collectively negotiate meaning and develop a sense of team potency (Gibson, 2003).”
The role of Task-orienTed versus relaTionship- orienTed leadership on normaTive conTracT and group performance (2009, background): “One of the most sought-after regulatory processes after cohesion and the establishment of group goals is perceived group efficacy (Gibson, 2003; Lee & Farh, 2004; Pescosolido, 2003).”
The Greta Thunberg Effect: Familiarity with Greta Thunberg predicts intentions to engage in climate activism in the United States (2021, background): “Once individuals are hopeful about change, their collective efficacy is shaped by evidence of their group's past success (Bandura, 1997; Goddard et al., 2004; Watson et al., 2001) and their self-efficacy (Gibson, 2003; Watson et al., 2001).”
When Collective- and Self-Efficacy Affect Team Performance (2005, methodology): “These tasks consisted, for example, of sport teams (Feltz & Lirgg, 1988; Zaccaro, Zazanis, Diana, & Greathouse, 1994); an idea generation task where participants had to come up with a new idea following a group discussion (Pescosolido, 2003); an interdependent muscular endurance task in which partic”
Group Affect (2012, background): “…(as well as in a realistic and complex managerialsimulation lab exercise), mean group positive mood, as measured by raters outside the group, was found to be associated with greater group-level efficacy (the group’s collective belief in or estimate of its ability to perform a task; Gibson, 2003).”
Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications (2008, background): “This argument builds on the concept of group efficacy—defined as a group’s belief in its capability to perform a task objective (Bandura 1997; Gibson 1999, 2003; Lindsley et al. 1995)—which can be a high motivator in a team.”
Expertise-Based Intuition and Decision Making in Organizations (2010, background): “Additional research has found that mutual trust (Bandow, 2001), collective efficacy (Gibson, 2003), and collective orientation (Driskell & Salas, 1992) are critical for team effectiveness.”
Can Confidence Come Too Soon? Collective Efficacy, Conflict and Group Performance over Time. (2010, background): “A variable indicating the percentage of males in each group and a variable indicating the percentage of each group who identified themselves as “Asian” were included in each regression equation since collectivism predicts both collective efficacy (Gibson, 2003) and group performance (Wagner, 1995).”
Humor and group effectiveness (2008, unknown): “For example, research has been conducted on the impact of group culture, shared mental models (Druskat & Pescosolido, 2002), shared group goals (De Souza & Klein, 1995), group transactive memory (Moreland & Argote, 2003), and group (or collective) efficacy (Gibson, 2003).”