An Experimental Study of the Effects of Co-Operation and Competition upon Group Process

Deutsch, Morton

doi:10.1177/001872674900200301

Cited by 750 publications

(519 citation statements)

References 3 publications

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“…It is similar to the concepts of cooperation (Deutsch, 1949(Deutsch, , 1973 and positive goal interdependence (Johnson & Johnson, 1989) in social interdependence theory. In laboratory studies, these perceptions of goal interdependence are usually induced by providing team members with group goals and group feedback or with rewards for collective performance (Weldon & Weingart, 1993).…”

Section: General Findings From the Interdependence Literaturesupporting

confidence: 52%

Joint Impact of Interdependence and Group Diversity on Innovation

Vegt

Janssen

2003

Journal of Management

437

363

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This questionnaire study among 343 members of 41 work teams in a financial services organization examined the effects of individual team members' perceived task interdependence and perceived goal interdependence on innovative behavior in teams characterized by different levels of group diversity. Multilevel analyses revealed that individual's perceived task and goal interdependence were not related to innovative behavior in homogeneous teams. In heterogeneous teams, however, task interdependence was strongly and positively related to innovative behavior for individuals who perceived high levels of goal interdependence, and unrelated to innovative behavior for those who perceived low levels of goal interdependence.

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Section: General Findings From the Interdependence Literaturesupporting

confidence: 52%

Joint Impact of Interdependence and Group Diversity on Innovation

Vegt

Janssen

2003

Journal of Management

437

363

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“…Positive interdependence (cooperation) results when students promote and facilitate each other's efforts to learn . Earlier theorists (Deutsch, 1949;Kelly, 1957) differentiated two major categories of interdependence: outcome and means. Outcome interdependence includes goals and rewards; means interdependence includes resources, roles, and tasks.…”

mentioning

confidence: 99%

Type of Positive Interdependence and Affiliation Motive in an Asynchronous, Collaborative Learning Environment

Brewer

Klein

2006

EDUCATION TECH RESEARCH DEV

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In this study, we investigated the effect of type of positive interdependence (roles, rewards, roles-plus-rewards, or Keywords: Cooperative learning, positive interdependence, affiliation, social orientation, roles, rewards, online, asynchronous, distance learning Over the past decade, there has been increased research on using small group methods with college students and other adult learners. According to Johnson, Johnson, and Smith (1998a), the results of this research are impressive when the magnitude of effect sizes in favor of cooperative over competitive and individual methods are considered. Furthermore, a meta-analysis of 39 studies in undergraduate settings points to significant positive effects of

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“…The system of rewards in a unit is an important determinant of teamwork (Deutsch, 1949;Deutsch and Gerard, 1953).…”

Section: B Reward Systemsmentioning

confidence: 99%

Battle staff integration.

Olmstead¹

1992

PsycEXTRA Dataset

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4 16 017 IDA Log No. HO 91 -37013DEFINITIONS IDA publishes the following documents to reporl thL ,-ults of its work. ReportsReports are the most ?uthoritative and most carefully considered products IDA publishes. They normally embody results of major projects which (a) have a direct bearing on decisions affecting major programs, (b) address issues of significant concern to the Executive Branch. the Congress and/or the public, or (c) address issues that have significant economic implications. IDA Reports are reviewed by outside panels of experts to ensure their ht!h quality and relevance to the problems studied, and they are released by the President of IDA. Group ReportsGroup Reports recora the findings and results of IDA established working groups and panels composed of senior individuals addressing major issues which otherwise would be the subject of an IDA Report. IDA Group Reports are reviewed by the senior individuals responsible for the project and Wtlenr as selected by IDA to ensure their high quality and relevance [o the problems studied, and are released by the President of IDA. PapersPapers, also authoritative and carefully considered products of IDA, address studies that are narrower in scope than those covered in Reports. MA Papers are reviewed to ensure that they meet the high ý'andards expected of refereed papers ,n professional journeas or formai Agency reports. Approved for public release; distribulion urdimited. ABSTRACT (Maximum 200 words)This paper sets forth a research-based conceptual framework for understanding and addressing battle staff functioning and its relation to the effectiveness of combat organizations. It also develops a concept for maintaining battle staff structure and function under the heavy stress of combat. Together, the melding of structure and function and the notion of functional competence constitute the area of Battle Staff Integration. This paper offers practitioners (military leaders, trainers, and performance analysts) guidance for developing and directing effective battle staffs. The dynamic structure and functioning of military organizations are discussed and the roles of battle staffs are analyzed. An historical and analytical review of organizational theories and concepts is included, and the concept of team work and the characterislics of effective teams are discussed. A conceptual framework is presented for teamwork in problem-solving and decision-making activities within hierarchical organizations. SUBJECT TERMS PREFACEThis paper had its origin in 1963 in a program of research concerned with highlevel leadership conducted for the U.S. Army Command and General Staff College and of which I was project director. During the course of the research, it became apparent that little was known systematically about the dynamics of large military organizations--about what goes on within a combat unit in terms of the dynamic determinants of its effectiveness on the battlefield. The result was a series of intermittent projects over the last 20 years, conducted whenever i...

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An Experimental Study of the Effects of Co-Operation and Competition upon Group Process

Cited by 750 publications

References 3 publications

Joint Impact of Interdependence and Group Diversity on Innovation

Joint Impact of Interdependence and Group Diversity on Innovation

Type of Positive Interdependence and Affiliation Motive in an Asynchronous, Collaborative Learning Environment

Battle staff integration.

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