IDEAS home Printed from https://ideas.repec.org/a/eee/jobhdp/v113y2010i1p13-24.html
   My bibliography  Save this article

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

Author

Listed:
  • Goncalo, Jack A.
  • Polman, Evan
  • Maslach, Christina

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.

Suggested Citation

  • Goncalo, Jack A. & Polman, Evan & Maslach, Christina, 2010. "Can confidence come too soon? Collective efficacy, conflict and group performance over time," Organizational Behavior and Human Decision Processes, Elsevier, vol. 113(1), pages 13-24, September.
  • Handle: RePEc:eee:jobhdp:v:113:y:2010:i:1:p:13-24
    as

    Download full text from publisher

    File URL: http://www.sciencedirect.com/science/article/pii/S0749-5978(10)00052-X
    Download Restriction: Full text for ScienceDirect subscribers only

    As the access to this document is restricted, you may want to search for a different version of it.

    References listed on IDEAS

    as
    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. 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.
    3. 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.
    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. 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.
    7. 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.
    8. 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.
    9. 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.
    10. 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.
    Full references (including those not matched with items on IDEAS)

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Kanfer, Ruth & Chen, Gilad, 2016. "Motivation in organizational behavior: History, advances and prospects," Organizational Behavior and Human Decision Processes, Elsevier, vol. 136(C), pages 6-19.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:jobhdp:v:113:y:2010:i:1:p:13-24. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu). General contact details of provider: http://www.elsevier.com/locate/obhdp .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.