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Decision comprehensiveness and team performance: The moderating role of perceived similarity

Lookup NU author(s): Dr Elizabeth Alexander


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Empirical research suggests that the positive relationship between team decision comprehensiveness - how team members systematically gather quantities of information and how extensively they consider and analyze these - and team performance is nuanced. However, there has been scant research on the influence of more proximate cognitive contextual factors, such as shared perceptions, on the comprehensiveness-performance relationship. In this study of 56 teams, we examine how perceived socio-cultural similarity - the extent to which team members view themselves as having few surface-level, demographic differences - moderates the relationship between team decision comprehensiveness and team performance. Our findings suggest that decision comprehensiveness positively contributes to team performance only when perceived socio-cultural similarity among team members is low.

Publication metadata

Author(s): Salvador R, Alexander EA, Bhappu A

Publication type: Conference Proceedings (inc. Abstract)

Publication status: Published

Conference Name: Annual Meeting of the American Academy of Management

Year of Conference: 2018

Print publication date: 01/08/2018

Online publication date: 09/07/2018

Acceptance date: 02/04/2018

ISSN: 0065-0668

Publisher: American Academy of Management


DOI: 10.5465/AMBPP.2018.17653abstract

Notes: Presented at AoM