Group Decision Making Under Conditions of Distributed Knowledge: The Information Asymmetries Model.

By Felix C. Brodbeck, Rudolf Kerschreiter, Andreas Mojzisch, S. Schulz-Hardt. 2007

410 citations recorded by the source corpus.

Subfields: General Decision Sciences, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c0d2988398983fe95542c7787aeb53823b3bfbf3

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In Social Psychology

Citations in the corpus

Managing diversity and enhancing team outcomes: the promise of transformational leadership. (2009, background): “A large body of research has shown that individuals tend to prefer to interact with similar rather than dissimilar others (Byrne, 1971) and that dissimilarity can lead to less interpersonal liking and to socially categorizing others as outgroup members, who are subsequently treated less favorably th”
WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009, background): “Even if such teams engage in an in-depth elaboration of information, the discussion is more likely to center on shared rather than unshared knowledge, which may not be enough to allow teams to attain high levels of performance on knowledge-based tasks (Brodbeck et al., 2007).”
The Good, the Bad and the Ugly Thing to Do When Sharing Information: Revealing, Concealing and Lying Depend on Social Motivation, Distribution and Importance of Information (2010, background): “In information sharing settings, more shared than unshared information is pooled (Brodbeck et al., 2007; Stasser et al., 1995; Stasser & Titus, 1987), especially when competitive incentives are”
Reshoring and insourcing: drivers and future research directions (2016, background): “These directions suggest further TCE- and OBB-grounded research as well as the study of additional contextual factors outside the scope of our underlying theories (Brodbeck et al., 2007).”
Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy (2015, background): “opportunities, and integrate different knowledge, ideas, and perspectives into shared strategic decisions, which are vital to innovation performance (Brodbeck et al., 2007; Hambrick, 1998; West, 2002).”
Establishing joint decisions in a dyad (2012, background): “…and Strodtbeck, 1951; Dewey, 1910; Fisher, 1970; Poole and Roth, 1989) and considered the social influences that people exert on each other during their decision-making processes (Brodbeck et al., 2007; Festinger, 1954; Hall, 1971; Janis, 1989; Stasser and Stewart, 1992; Tyler and Lind, 1992).”