Group Size, Commitment, Trust, and Mutual Awareness in Task Groups

Soboroff, Shane D.; Kelley, Christopher P.; Lovaglia, Michael J.

doi:10.1080/00380253.2019.1625735

Cited by 6 publications

(6 citation statements)

References 18 publications

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“…Finally, in a sense, the searchbot during the BotTask condition played the role of a third collaborator. Prior research in group dynamics has found that increasing the group size can lead to lower mutual awareness, and that lower mutual awareness can in turn lead to lower trust and commitment to the group [51].…”

Section: Discussionmentioning

confidence: 99%

The Effects of System Initiative during Conversational Collaborative Search

Avula,

Choi,

Arguello

2022

Preprint

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Our research in this paper lies at the intersection of collaborative and conversational search. We report on a Wizard of Oz lab study in which 27 pairs of participants collaborated on search tasks over the Slack messaging platform. To complete tasks, pairs of collaborators interacted with a so-called searchbot with conversational capabilities. The role of the searchbot was played by a reference librarian. It is widely accepted that conversational search systems should be able to engage in mixed-initiative interaction-take and relinquish control of a multi-agent conversation as appropriate. Research in discourse analysis differentiates between dialog-and task-level initiative. Taking dialog-level initiative involves leading a conversation for the sole purpose of establishing mutual belief between agents. Conversely, taking task-level initiative involves leading a conversation with the intent to influence the goals of the other agent(s). Participants in our study experienced three searchbot conditions, which varied based on the level of initiative the human searchbot was able to take:(1) no initiative, (2) only dialog-level initiative, and (3) both dialog-and task-level initiative. We investigate the effects of the searchbot condition on six different types of outcomes: (RQ1) perceptions of the searchbot's utility, (RQ2) perceptions of workload, (RQ3) perceptions of the collaboration, (RQ4) patterns of communication and collaboration, and perceived (RQ5) benefits and (RQ6) challenges from engaging with the searchbot. CCS Concepts: • Information systems → Collaborative search; • Human-centered computing → HCI design and evaluation methods.

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Section: Discussionmentioning

confidence: 99%

The Effects of System Initiative during Conversational Collaborative Search

Avula,

Choi,

Arguello

2022

Preprint

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“…This suggests an inverse-U-shaped relation with dishonesty increasing from individual actions to smaller groups and then decreasing at a certain number of agents. It remains unclear at what number of agents, commitments, and thereby dishonesty decrease, with Soboroff et al (2020) finding weaker commitments for groups of seven and eight people in contrast to groups of three or four.…”

Section: Number Of Agentsmentioning

confidence: 99%

“…one feels committed to. Work on social commitment suggests that this should be the case only for small groups, whereas commitment decreases as the group gets bigger in size (Soboroff et al, 2020).…”

Section: Commitment To Individuals or Groupsmentioning

confidence: 99%

“…More agents increase the number of commitments one can have, but research shows that social commitments are stronger for smaller groups compared to larger groups, in which commitments get more shallow and weaker (Soboroff et al, 2020). This suggests an inverse-U-shaped relation with dishonesty increasing from individual actions to smaller groups and then decreasing at a certain number of agents.…”

Section: Commitmentmentioning

confidence: 99%

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Committed (dis)honesty: A systematic meta-analytic review of the divergent effects of social commitment to individuals or honesty oaths on dishonest behavior.

Zickfeld,

Karg,

Engen

et al. 2024

Psychological Bulletin

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People feel committed to other individuals, groups, organizations, or moral norms in many contexts of everyday life. Such social commitment can lead to positive outcomes, such as increased job satisfaction or relationship longevity; yet, there can also be detrimental effects to feeling committed. Recent high-profile cases of fraud or corruption in companies like Enron or Volkswagen are likely influenced by strong commitment to the organization or coworkers. Although social commitment might increase dishonest behavior, there is little systematic knowledge about when and how this may occur. In the present project, we reviewed 20,988 articles, focusing on studies that experimentally manipulated social commitment and measured dishonest behavior. We retained 445 effect sizes from 121 articles featuring a total of 91,683 participants across 33 countries. We found no evidence that social commitment increases or reduces dishonest behavior in general. Nonetheless, we did find evidence that the effect strongly depends on the target of the commitment. Feeling committed to other individuals or groups reduces honest behavior (g = −0.17 [−0.24, −0.11]), whereas feeling committed to honesty norms through honesty oaths or pledges increases honest behavior (g = 0.27 [0.19, 0.36]). The analysis identified several moderating variables and detected some degree of publication bias across effects. Our findings highlight the diverging effects of different forms of social commitment on dishonest behavior and suggest a combination of the different forms of commitment could be a possible means to combat corruption and dishonest behavior in the organizational context. Public Significance StatementThis meta-analysis reveals that social commitment can impact dishonest behavior in various ways. Feeling committed or interacting with other individuals showed an increase in dishonesty, whereas committing to an honesty norm (by signing an honesty oath, for example) showed an increase in honesty. These effects were small and subject to different situational moderations. We propose that a combination of both types of commitment, commitment to loyalty and commitment to honesty norms, might be important in achieving good teamwork while at the same time reducing dishonest behavior.

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“…In this context, leadership is critical to fostering trust (Dirks & Ferrin, 2002; Hassan & Ahmed, 2011) and ensuring cooperation (Dannenberg, 2015; Eichenseer, 2021; Güth et al, 2007). However, the effectiveness of leadership as well as trust among members apparently decreases with team sizes (Komai & Grossman, 2009; La Macchia et al, 2016; Soboroff et al, 2020). Hence, successful teams might prefer to stay small to maintain an effective cooperative culture.…”

Section: Introductionmentioning

confidence: 99%

Leadership and cooperation in growing teams

Eisenkopf

Kölpin

2022

Economics Manag Strategy

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We study how the growth of teams affects leadership effectiveness and intragroup cooperation. We put experimental participants in two teams. In each team, the members voluntarily contribute to a club good. In one of the two teams, the members observe the contribution of a randomly chosen leader before they decide themselves. Two treatments allow for migration between the teams. In one of them, participants control access to their team with a voting process. By design, participants can achieve the efficient outcome only if they all move into one team. We compare the results with a leaderless setting as well as with four treatments which vary team size exogenously. The results show that high contributions of leaders encourage higher per-capita contributions of their followers which foster migration into their teams. In turn, larger teams experience even more courageous leadership and higher contributions, but the coordination effect diminishes. Nevertheless, the dismissal of potential newcomers in the treatment with voting suggests that team members see a trade-off between team size and contributions. They sacrifice economic benefits from potential entrants to maintain intrateam cooperation.

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Group Size, Commitment, Trust, and Mutual Awareness in Task Groups

Cited by 6 publications

References 18 publications

The Effects of System Initiative during Conversational Collaborative Search

The Effects of System Initiative during Conversational Collaborative Search

Committed (dis)honesty: A systematic meta-analytic review of the divergent effects of social commitment to individuals or honesty oaths on dishonest behavior.

Leadership and cooperation in growing teams

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