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On the Motivational Basis of Cue Identification in Teams


Burtscher, Michael J; Levine, John M; Higgins, E Tory (2018). On the Motivational Basis of Cue Identification in Teams. Small Group Research, 49(5):519-544.

Abstract

Although identifying cues indicating a problem represents a crucial aspect of team adaptation, little is known about the conditions under which team members do this correctly. To address this issue, the current study focused on the motivational basis of cue identification by investigating interactive effects of members’ regulatory focus, their contribution redundancy, and the team performance context. Participants working in 105 three-person teams were asked to identify problem cues in a signal detection task. Utilizing a 2 (regulatory focus: promotion vs. prevention) x 2 (performance context: status quo vs. loss) x 2 (contribution redundancy: low vs. high) mixed analysis of variance (ANOVA) design with contribution redundancy as a within-participants factor, we obtained the predicted three-way interaction: In the status quo condition, prevention-focused, but not promotion-focused, team members were less accurate in identifying problem cues when their contributions were redundant. Our findings contribute to a better understanding of the motivational basis of team adaptation.

Abstract

Although identifying cues indicating a problem represents a crucial aspect of team adaptation, little is known about the conditions under which team members do this correctly. To address this issue, the current study focused on the motivational basis of cue identification by investigating interactive effects of members’ regulatory focus, their contribution redundancy, and the team performance context. Participants working in 105 three-person teams were asked to identify problem cues in a signal detection task. Utilizing a 2 (regulatory focus: promotion vs. prevention) x 2 (performance context: status quo vs. loss) x 2 (contribution redundancy: low vs. high) mixed analysis of variance (ANOVA) design with contribution redundancy as a within-participants factor, we obtained the predicted three-way interaction: In the status quo condition, prevention-focused, but not promotion-focused, team members were less accurate in identifying problem cues when their contributions were redundant. Our findings contribute to a better understanding of the motivational basis of team adaptation.

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Additional indexing

Item Type:Journal Article, refereed, original work
Communities & Collections:06 Faculty of Arts > Institute of Psychology
Dewey Decimal Classification:150 Psychology
Scopus Subject Areas:Social Sciences & Humanities > Social Psychology
Social Sciences & Humanities > Applied Psychology
Uncontrolled Keywords:Applied Psychology, Social Psychology
Language:English
Date:1 October 2018
Deposited On:08 Oct 2018 10:03
Last Modified:29 Jul 2020 07:50
Publisher:Sage Publications Ltd.
ISSN:1046-4964
OA Status:Closed
Publisher DOI:https://doi.org/10.1177/1046496418791044
Project Information:
  • : FunderSNSF
  • : Grant IDP300P1_158401
  • : Project TitlePromoting or preventing change? The impact of regulatory focus on team adaptation

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