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423
Designing Games With A Purpose
, 2008
"... Data generated as a side effect of game play also solves computational problems and trains AI algorithms. ..."
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Cited by 538 (2 self)
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Data generated as a side effect of game play also solves computational problems and trains AI algorithms.
Higher market valuation of companies with a small board of directors.
- Journal of Financial Economics
, 1996
"... Abstract I present evidence consistent with theories that small boards of directors are more effective, Using Tobin's Q as an approximation of market valuation, I find an inverse association between board size and firm value in a sample of 452 large U.S. industrial corporations between 1984 an ..."
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Cited by 416 (5 self)
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Abstract I present evidence consistent with theories that small boards of directors are more effective, Using Tobin's Q as an approximation of market valuation, I find an inverse association between board size and firm value in a sample of 452 large U.S. industrial corporations between 1984 and 1991. The result is robust to numerous controls for company size, industry membership, inside stock ownership, growth opportunities, and alternative corporate governance structures. Companies with small boards also exhibit more favorable values for financial ratios, and provide stronger CEO performance incentives from compensation and the threat of dismissal.
Productivity loss in brainstorming groups: Toward the solution of a riddle
- Journal of Personality and Social Psychology
, 1987
"... We conducted four experiments to investigate free riding, evaluation apprehension, and production blocking as explanations of the difference in brainstorming productivity typically observed between real and nominal groups. In Experiment 1, we manipulated assessment expectations in group and individu ..."
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Cited by 272 (3 self)
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We conducted four experiments to investigate free riding, evaluation apprehension, and production blocking as explanations of the difference in brainstorming productivity typically observed between real and nominal groups. In Experiment 1, we manipulated assessment expectations in group and individual brainstorming. Although productivity was higher when subjects worked under personal rather than collective assessment instructions, type of session still had a major impact on brainstorm-ing productivity under conditions that eliminated the temptation to free ride. Experiment 2 demon-strated that inducing evaluation apprehension reduced productivity in individual brainstorming. However, the failure to find an interaction between evaluation apprehension and type of session in Experiment 3 raises doubts about evaluation apprehension as a major explanation of the productiv-ity loss in brainstorming groups. Finally, by manipulating blocking directly, we determined in Exper-iment 4 that production blocking accounted for most of the productivity loss of real brainstorming groups. The processes underlying production blocking are discussed, and a motivational interpreta-tion of blocking is offered. In his influential book, Osborn (1957) suggested brainstorm-ing as a method of group problem solving that considerably in-
Many hands make light the work: the cause and consequences of social loafing
- Journal of Personality and Social Psychology
, 1979
"... Two experiments found that when asked to perform the physically exerting tasks of clapping and shouting, people exhibit a sizable decrease in individual effort when performing in groups as compared to when they perform alone. This decrease, which we call social loafing, is in addition to losses due ..."
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Cited by 247 (3 self)
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Two experiments found that when asked to perform the physically exerting tasks of clapping and shouting, people exhibit a sizable decrease in individual effort when performing in groups as compared to when they perform alone. This decrease, which we call social loafing, is in addition to losses due to faulty co-ordination of group efforts. Social loafing is discussed in terms of its experi-mental generality and theoretical importance. The widespread occurrence, the negative consequences for society, and some conditions that can minimize social loafing are also explored. There is an old saying that "many hands make light the work. " This saying is interest-ing for two reasons. First, it captures one of the promises of social life—that with social organization people can fulfill their individual goals more easily through collective action. When many hands are available, people often do not have to work as hard as when only a few are present. The saying is interesting in a second, less hopeful way—it seems that when many hands are available, people ac-tually work less hard than they ought to. Over 50 years ago a German psychologist named Ringelmann did a study that he never managed to get published. In rare proof that unpublished work does not necessarily perish, the results of that study, reported only in summary form in German by Moede (1927), have been cited by Dashiell (1935), Davis
Relating member ability and personality to work-team processes and team effectiveness
- Journal of Applied Psychology
, 1998
"... Six hundred fifty-two employees composing 51 work teams participated in a study exam-ining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring meth ..."
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Cited by 212 (4 self)
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Six hundred fifty-two employees composing 51 work teams participated in a study exam-ining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring methods used to operationalize the team composition variables to capture the team members ' characteristics. With respect to composition variables, teams higher in general mental ability (GMA), conscientiousness, agreeableness, extraversion, and emotional stability received higher supervisor ratings for team performance. Teams higher in GMA, extraversion, and emotional stability received higher supervisor ratings for team viability. Results also show that extraversion and emotional stability were associated with team viability through social cohesion. Implica-tions and future research needs are discussed. The use of work teams has been described as pivotal to organizational transformation and renaissance (Goodman, Ravlin, & Schminke, 1987; Sundstrom, De Meuse, & Futrell, 1990). Yet, even with an increasing number of organizations structuring work through the use of teams, we know relatively tittle about how the individuals com-prising a team affect intragroup processes and outcomes. This lack of understanding suggests that contemporary work organizations may not be obtaining the maximal benefits from work teams. The dominant way of thinking about teams is the input-process-output model (Gladstein, 1984; Guzzo & Shea, 1992; Hackman, 1987; McGrath, 1964). The model posits that a variety of inputs combine to influence intragroup processes, which in turn affect team outputs. Inputs have been grouped into three categories (Hackman, 1987): in-dividual-level factors (e.g., team-member attributes),
Virtual teams: What do we know and where do we go from here?
- JOURNAL OF MANAGEMENT
, 2004
"... ..."
The emerging conceptualization of groups as information processors
- Psychological Bulletin
, 1997
"... All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. ..."
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Cited by 187 (3 self)
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All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately.
Harnessing the wisdom of crowds in wikipedia: quality through coordination
- In Proceedings of the ACM 2008 conference on Computer supported cooperative work
, 2008
"... Wikipedia’s success is often attributed to involving large numbers of contributors who improve the accuracy, completeness and clarity of articles while reducing bias. However, because of the high coordination needed to collaboratively write an article, increasing the number of contributors is costly ..."
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Cited by 153 (13 self)
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Wikipedia’s success is often attributed to involving large numbers of contributors who improve the accuracy, completeness and clarity of articles while reducing bias. However, because of the high coordination needed to collaboratively write an article, increasing the number of contributors is costly. We examined how the number of editors in Wikipedia and the coordination methods they use affect article quality. We distinguish between explicit coordination, in which editors plan the article through communication, and implicit coordination, in which a subset of editors set direction by doing the majority of the work. Adding more editors to an article improved article quality only when they used appropriate coordination techniques and was harmful when they did not. Implicit coordination
Work groups and teams in organizations
- In W.C. Borman & D. R. Ilgen & R. Klimoski (Eds.) Industrial/Organizational Psychology
, 2003
"... This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Articles ..."
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Cited by 138 (6 self)
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This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Articles
Enhancing the effectiveness of work groups and teams
- Psychological Science Suppl. S
, 2006
"... SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups ..."
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Cited by 124 (3 self)
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SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes—processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or ‘‘levers,’ ’ that can shape or align team processes and thereby provide tools
