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When Private Beliefs Shape Collective Reality: The Effects of Beliefs About Coworkers on Group Discussion and Performance

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  • Peter H. Kim

    (Department of Management and Organization, 307F Bridge Hall, Marshall School of Business, University of Southern California, Los Angeles, California 90089-1421)

Abstract

The study presented in this paper examines how beliefs about coworkers affect group discussion and performance. Two beliefs are considered: (1) Perceptions of coworker task competence, and (2) achievement motivation. This study investigates whether these perceptions can actually hinder group discussion and performance, and considers the contexts in which these detrimental effects are more or less likely to arise. Results indicate that although perceptions of higher achievement motivation in coworkers lowered performance when task information was partially shared, they raised performance when task information was fully shared. A content analysis of group discussions reveals that the discussion behaviors examined by this study, rather than the more frequently examined bias toward discussing common information, mediated these results.

Suggested Citation

  • Peter H. Kim, 2003. "When Private Beliefs Shape Collective Reality: The Effects of Beliefs About Coworkers on Group Discussion and Performance," Management Science, INFORMS, vol. 49(6), pages 801-815, June.
    • Handle: RePEc:inm:ormnsc:v:49:y:2003:i:6:p:801-815
    DOI: 10.1287/mnsc.49.6.801.16025
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    References listed on IDEAS

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    1. Kim, Peter H., 1997. "When What You KnowCanHurt You: A Study of Experiential Effects on Group Discussion and Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 69(2), pages 165-177, February.
    2. Camerer, Colin & Loewenstein, George & Weber, Martin, 1989. "The Curse of Knowledge in Economic Settings: An Experimental Analysis," Journal of Political Economy, University of Chicago Press, vol. 97(5), pages 1232-1254, October.
    3. Gruenfeld, Deborah H & Mannix, Elizabeth A. & Williams, Katherine Y. & Neale, Margaret A., 1996. "Group Composition and Decision Making: How Member Familiarity and Information Distribution Affect Process and Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 67(1), pages 1-15, July.
    4. Kim, Peter H. & Diekmann, Kristina A. & Tenbrunsel, Ann E., 2003. "Flattery may get you somewhere: The strategic implications of providing positive vs. negative feedback about ability vs. ethicality in negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 90(2), pages 225-243, March.
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    Cited by:

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    2. Marlow, Shannon L. & Lacerenza, Christina N. & Paoletti, Jensine & Burke, C. Shawn & Salas, Eduardo, 2018. "Does team communication represent a one-size-fits-all approach?: A meta-analysis of team communication and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 144(C), pages 145-170.
    3. Runsten, Philip, 2017. "TEAM INTELLIGENCE: THE FOUNDATIONS OF INTELLIGENT ORGANIZATIONS - A Literature Review," SSE Working Paper Series in Business Administration 2017:2, Stockholm School of Economics.
    4. Vanessa Dayeh & Ben W. Morrison, 2020. "The Effect of Perceived Competence and Competitive Environment on Team Decision-Making in the Hidden-Profile Paradigm," Group Decision and Negotiation, Springer, vol. 29(6), pages 1181-1205, December.

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