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Modeling Team Processes: Issues and a Specific Example

Author

Listed:
  • H. Raghav Rao

    (325G Jacobs Management Center, SUNY at Buffalo, Buffalo, NY 14160)

  • Abhijit Chaudhury

    (College of Management, University of Massachusetts, Boston, Massachusetts 02125)

  • M. Chakka

    (325G Jacobs Management Center, SUNY at Buffalo, Buffalo, NY 14160)

Abstract

This paper develops a perspective to modeling team processes by drawing on concepts from team theory, and the informational processing and organizational paradigms. In such a perspective, humans and their interactions in a team are modeled as objects in a computerized environment. The behavior of the objects are specified in terms of the executable programs. A simulation testbed is described. Various information structures for team decision making in an example financial domain are examined. Questions regarding the relationship between information structure (who (knows) what, when, and how (the information is used)) and team performance are studied for the example. Thus this study can be seen as a step in the translation of behavioral and normative viewpoints of team decision making into a computational framework.The results indicate that there are complex relationships between information structure and team performance. The conventional wisdom relating improved performance to more information is not always true. The experiments demonstrate several situations of team interaction where more information can lead to dysfunctional effects.

Suggested Citation

  • H. Raghav Rao & Abhijit Chaudhury & M. Chakka, 1995. "Modeling Team Processes: Issues and a Specific Example," Information Systems Research, INFORMS, vol. 6(3), pages 255-285, September.
    • Handle: RePEc:inm:orisre:v:6:y:1995:i:3:p:255-285
    DOI: 10.1287/isre.6.3.255
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    Citations

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    Cited by:

    1. T. S. Raghu & B. Jayaraman & H. R. Rao, 2004. "Toward an Integration of Agent- and Activity-Centric Approaches in Organizational Process Modeling: Incorporating Incentive Mechanisms," Information Systems Research, INFORMS, vol. 15(4), pages 316-335, December.
    2. Y. I. Song & W. Woo & H. R. Rao, 2007. "Interorganizational information sharing in the airline industry: An analysis of stock market responses to code-sharing agreements," Information Systems Frontiers, Springer, vol. 9(2), pages 309-324, July.
    3. Chen, Xiaogang & Li, Xue & Clark, Jan Guynes & Dietrich, Glenn B., 2013. "Knowledge sharing in open source software project teams: A transactive memory system perspective," International Journal of Information Management, Elsevier, vol. 33(3), pages 553-563.
    4. T. S. Raghu & P. K. Sen & H. R. Rao, 2003. "Relative Performance of Incentive Mechanisms: Computational Modeling and Simulation of Delegated Investment Decisions," Management Science, INFORMS, vol. 49(2), pages 160-178, February.
    5. Nitesh Bharosa & JinKyu Lee & Marijn Janssen, 2010. "Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises," Information Systems Frontiers, Springer, vol. 12(1), pages 49-65, March.
    6. Rohit Valecha, 2020. "An Investigation of Interaction Patterns in Emergency Management: A Case Study of The Crash of Continental Flight 3407," Information Systems Frontiers, Springer, vol. 22(4), pages 897-909, August.

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