| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 888608 | Organizational Behavior and Human Decision Processes | 2013 | 8 Pages |
•We examine the effect of members’ cognitive styles on team process and performance.•Cognitive style composition affects team strategic focus, which affects errors.•Cognitive style heterogeneity affects strategic consensus, which affects errors.
This research investigates the effect of members’ cognitive styles on team processes that affect errors in execution tasks. In two laboratory studies, we investigated how a team’s composition (members’ cognitive styles related to object and spatial visualization) affects the team’s strategic focus and strategic consensus, and how those affect the team’s commission of errors. Study 1, conducted with 70 dyads performing a navigation and identification task, established that teams high in spatial visualization are more process-focused than teams high in object visualization. Process focus, which pertains to a team’s attention to the details of conducting a task, is associated with fewer errors. Study 2, conducted with 64 teams performing a building task, established that heterogeneity in cognitive style is negatively associated with the formation of a strategic consensus, which has a direct and mediating relationship with errors.
