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Can confidence come too soon? Collective efficacy, conflict and group performance over time

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  • Goncalo, Jack A.
  • Polman, Evan
  • Maslach, Christina
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    Abstract

    Groups with a strong sense of collective efficacy set more challenging goals, persist in the face of difficulty, and are ultimately more likely to succeed than groups who do not share this belief. Given the many advantages that may accrue to groups who are confident, it would be logical to advise groups to build a high level of collective efficacy as early as possible. However, we draw on Whyte's (1998) theory of collective efficacy and groupthink, to predict that when confidence emerges at a high level toward the beginning of a group's existence, group members may be less likely to engage in process conflict; a form of conflict that may be beneficial in the early phase of a group project. We found support for this prediction in two longitudinal studies of classroom project teams.

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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 113 (2010)
    Issue (Month): 1 (September)
    Pages: 13-24

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    Handle: RePEc:eee:jobhdp:v:113:y:2010:i:1:p:13-24

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Collective efficacy Process conflict Group performance;

    References

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    1. Silver, William S. & Mitchell, Terence R. & Gist, Marilyn E., 1995. "Responses to Successful and Unsuccessful Performance: The Moderating Effect of Self-Efficacy on the Relationship between Performance and Attributions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 62(3), pages 286-299, June.
    2. Whyte, Glen, 1998. "Recasting Janis's Groupthink Model: The Key Role of Collective Efficacy in Decision Fiascoes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 73(2-3), pages 185-209, February.
    3. Zellmer-Bruhn, Mary E. & Maloney, Mary M. & Bhappu, Anita D. & Salvador, Rommel (Bombie), 2008. "When and how do differences matter? An exploration of perceived similarity in teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 107(1), pages 41-59, September.
    4. Stone, Dan N., 1994. "Overconfidence in Initial Self-Efficacy Judgments: Effects on Decision Processes and Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 59(3), pages 452-474, September.
    5. Goncalo, Jack A. & Staw, Barry M., 2006. "Individualism-collectivism and group creativity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 96-109, May.
    6. Peterson, Randall S. & Behfar, Kristin Jackson, 2003. "The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study," Organizational Behavior and Human Decision Processes, Elsevier, vol. 92(1-2), pages 102-112.
    7. Guzzo, Richard A. & Wagner, David B. & Maguire, Eamonn & Herr, Barbara & Hawley, Charles, 1986. "Implicit theories and the evaluation of group process and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 37(2), pages 279-295, April.
    8. Podsakoff, Philip M. & Farh, Jiing-Lih, 1989. "Effects of feedback sign and credibility on goal setting and task performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 44(1), pages 45-67, August.
    9. Goncalo, Jack A. & Duguid, Michelle M., 2008. "Hidden consequences of the group-serving bias: Causal attributions and the quality of group decision making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 107(2), pages 219-233, November.
    10. Tasa, Kevin & Whyte, Glen, 2005. "Collective efficacy and vigilant problem solving in group decision making: A non-linear model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 96(2), pages 119-129, March.
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