1990
DOI: 10.1177/1046496490212003
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The Role of Communication in Group Decision-Making Efficacy

Abstract: This article advances the general argument that the importance of communicationfor group decision-making performance and its impact on such performance are a function of three task characteristics: structure, information requirement, and evaluation demand. In developing this argument, the article identifies the task circumstances in which group communication can be expected to play a role in determining decision-making performance, as well as specifying how communication functions within those circumstances to… Show more

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Cited by 91 publications
(94 citation statements)
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References 22 publications
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“…Although communication is vital to the processing of information in groups (Hirokawa, 1990;Innami, 1994;Von Cranach et al, 1986), we focus more on the implications of information processing in groups than the intricacies of communication per se. Because detailed discussions of various small-group communication activities already exist (e.g., Ellis & Fisher, 1994;and Hirokawa & Poole, 1986), we do not repeat them here.…”
Section: Groups As Information Processorsmentioning
confidence: 99%
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“…Although communication is vital to the processing of information in groups (Hirokawa, 1990;Innami, 1994;Von Cranach et al, 1986), we focus more on the implications of information processing in groups than the intricacies of communication per se. Because detailed discussions of various small-group communication activities already exist (e.g., Ellis & Fisher, 1994;and Hirokawa & Poole, 1986), we do not repeat them here.…”
Section: Groups As Information Processorsmentioning
confidence: 99%
“…Likewise, part of Poole, Seibold, and McPhee's (1986) structuration theory concerns how group members develop collective representations of the group task (Poole & Doelger, 1986). In addition, functional interaction theory (Hirokawa, 1990) argues that, the more a decision-making task requires the exchange of information among its members and requires the members to collectively process information, the more important communication is for the group to succeed at the task.…”
Section: Implications and Caveatsmentioning
confidence: 99%
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“…The particular leaders that emerge in a given situation will be predicated on the task complexity, information requirements, performance verifiability (Hirokawa, 1990), and group's preferences for dominant, considerate, or radical thinking on the part of their leaders (Bales, 1999). It is also apparent that the type of task governs what traits or behaviors are most relevant for leadership emergence (Barge, 1996;House & Mitchell, 1975;Kolb, 1992;Neuman & Wright, 1999;Zander, 1994).…”
mentioning
confidence: 99%