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Team Decision Making in Virtual and Face-to-Face Environments

Author

Listed:
  • Thomas A. O’Neill

    (University of Calgary)

  • Samantha E. Hancock

    (Lazaridis School of Business and Economics, Wilfrid Laurier University)

  • Katarina Zivkov

    (University of Calgary)

  • Nicole L. Larson

    (University of Calgary)

  • Stephanie J. Law

    (University of Calgary)

Abstract

We conducted a laboratory study on 65 teams performing a decision-making task. The two experimental manipulations involved the use of different communication media and decision frames. The decision frame manipulation involved informing the team to choose the demonstrably correct solution versus the solution that seemed most likely. These factors interacted to reveal novel insights about their multiplicative effects on decision processes and team psychological states. Further, main effects of the communication medium were found for team psychological states and decision behavior. Results suggest that virtual teams were at a disadvantage when the task was framed as having a demonstrably correct solution. Conversely, face-to-face teams were more effective, particularly when told that the task had a demonstrably correct solution. Face-to-face teams were more effective on all decision behaviors. Media synchronicity theory serves as a unifying framework to contextualize this research in the literature.

Suggested Citation

  • Thomas A. O’Neill & Samantha E. Hancock & Katarina Zivkov & Nicole L. Larson & Stephanie J. Law, 2016. "Team Decision Making in Virtual and Face-to-Face Environments," Group Decision and Negotiation, Springer, vol. 25(5), pages 995-1020, September.
    • Handle: RePEc:spr:grdene:v:25:y:2016:i:5:d:10.1007_s10726-015-9465-3
    DOI: 10.1007/s10726-015-9465-3
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    References listed on IDEAS

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