Biomedical subjects

John R Hollenbeck

Publications and source records attributed to John R Hollenbeck.

7 recordsLinked to original sources

PubMed2006

Statistical power and parameter stability when subjects are few and tests are many: comment on Peterson, Smith, Martorana, and Owens (2003).

Comments on the original article "The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance", by R. S. Peterson et al.. This comment illustrates how small sample sizes, when combined with many statistical tests, can generate unstable parameter estimates and invalid inferences. Although statistical power for 1 test in a small-sample context is too low, the experimentwise power is often high when many tests are conducted, thus leading to Type I errors that will not replicate when retested. This comment's results show how radically the specific conclusions and inferences in R. S. Peterson, D. B. Smith, P. V. Martorana, and P. D. Owens's (2003) study changed with the inclusion or exclusion of 1 data point. When a more appropriate experimentwise statistical test was applied, the instability in the inferences was eliminated, but all the inferences become nonsignificant, thus changing the positive conclusions.

Data Interpretation, Statistical↗

PubMed2005

Teams in organizations: from input-process-output models to IMOI models.

This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated between team inputs and outcomes. These mechanisms were affective, behavioral, cognitive, or some combination of the three. Recent theoretical and methodological work is discussed that has advanced our understanding of teams as complex, multilevel systems that function over time, tasks, and contexts. The state of both the empirical and theoretical work is compared as to its impact on present knowledge and future directions.

Adaptation, Psychological↗

PubMed2003

Backing up behaviors in teams: the role of personality and legitimacy of need.

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.

Cooperative Behavior↗

PubMed2003

Team learning: collectively connecting the dots.

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly. Conversely, team learning was negatively affected when teams were composed of individuals who were high in Agreeableness. Finally, teams using a paired structure learned more than teams structured either functionally or divisionally. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.

Adolescent↗

PubMed2003

The Tripartite Model of Neuroticism and the suppression of depression and anxiety within an escalation of commitment dilemma.

We found evidence of a mutual suppression effect between anxiety and depression on an individual's level of commitment within escalation dilemmas. On the one hand, our results demonstrate a positive relationship between anxiety and level of commitment; on the other, our results demonstrate a negative relationship between depression and level of commitment. Based on the opposing relationships between anxiety and depression and commitment, the broad factor of neuroticism does not demonstrate any relationship with level of commitment, and the significant effects of anxiety and depression on commitment is contingent upon partialling the effect of the other facet of neuroticism. Thus, we contend that applied psychologists, who have focused on neuroticism as a broad construct, should consider the large body of work among clinical psychologists, who argue that anxiety and depression have unique variance associated with them. We conclude by addressing organizational implications of measuring the broad trait of neuroticism more narrowly.

Adult↗

PubMed2002

Computer-assisted communication and team decision-making performance: the moderating effect of openness to experience.

This study examined the effects of computer-assisted communication on team decision-making performance as a function of the team's openness to experience. Seventy-nine teams performing a multiple-cue probability learning task were randomly assigned to 1 of 2 experimental conditions: (a) verbal communication or (b) computer-assisted communication (which combined verbal and computerized communication). The results indicated that access to computer-assisted communication improved the decision-making performance of teams, but only when the teams were high in openness to experience. This effect was observed using both global openness and more specific openness facets, as well as a variety of team-level aggregation strategies. Moreover, the beneficial effects of openness in computer-assisted conditions were mediated by the efficiency with which teams integrated verbal and computerized forms of communication.

Adult↗

PubMed2002

Structural contingency theory and individual differences: examination of external and internal person-team fit.

This article develops and tests a structurally based, integrated theory of person-team fit. The theory developed is an extension of structural contingency theory and considers issues of external fit simultaneously with its examination of internal fit at the team level. Results from 80 teams working on an interdependent team task indicate that divisional structures demand high levels of cognitive ability on the part of teammembers. However, the advantages of high cognitive ability in divisional structures are neutralized when there is poor external fit between the structure and the environment. Instead, emotional stability becomes a critical factor among teammembers when a divisional structure is out of alignment with its environment. Individual differences seem to play little or no role in functional structures, regardless of the degree of external fit.

Cooperative Behavior↗