Self-beliefs, Transactive Memory Systems, and Collective Identification in Teams: Articulating the Socio-Cognitive Underpinnings of COHUMAIN.

Socio-cognitive theory conceptualizes individual contributors as both enactors of cognitive processes and targets of a social context's determinative influences. The present research investigates how contributors' metacognition or self-beliefs, combine with others' views of themselves to inform collective team states related to learning about other agents (i.e., transactive memory systems) and forming social attachments with other agents (i.e., collective team identification), both important teamwork states that have implications for team collective intelligence. We test the predictions in a longitudinal study with 78 teams. Additionally, we provide interview data from industry experts in human-artificial intelligence teams. Our findings contribute to an emerging socio-cognitive architecture for COllective HUman-MAchine INtelligence (i.e., COHUMAIN) by articulating its underpinnings in individual and collective cognition and metacognition. Our resulting model has implications for the critical inputs necessary to design and enable a higher level of integration of human and machine teammates.

Multiple teams, multiple projects, multiple groups at the intersection of (multiple) research fields: A bibliometric study.

Multi-teaming is a concept studied across a variety of disciplines. While using a bibliometric approach on 255 research papers extracted from Web of Science, we aimed to depict the architecture of the multi-teaming concept across academic disciplines and time. Results of citation, co-citation and bibliographic coupling analyses identified four major fields looking at the concept of multi-teaming. The fields emerged over time from fragmentation to integration and acknowledging similarities. We identify gaps and propose (multi)-disciplinary research ideas that can benefit the field of multi-teaming.

Collective intelligence in teams: Contextualizing collective intelligent behavior over time.

Collective intelligence (CI) in organizational teams has been predominantly understood and explained in terms of the quality of the outcomes that the team produces. This manuscript aims to extend the understanding of CI in teams, by disentangling the core of actual collective intelligent team behavior that unfolds over time during a collaboration period. We posit that outcomes do support the presence of CI, but that collective intelligence itself resides in the interaction processes within the team. Teams behave collectively intelligent when the collective behaviors during the collaboration period are in line with the requirements of the (cognitive) tasks the team is assigned to and the (changing) environment. This perspective results in a challenging, but promising research agenda armed with new research questions that call for unraveling longitudinal fine-grained interactional processes over time. We conclude with exploring methodological considerations that assist researchers to align concept and methodology. In sum, this manuscript proposes a more direct, thorough, and nuanced understanding of collective intelligence in teams, by disentangling micro-level team behaviors over the course of a collaboration period. With this in mind, the field of CI will get a more fine-grained understanding of what really happens at what point in time: when teams behave more or less intelligently. Additionally, when we understand collectively intelligent processes in teams, we can organize targeted interventions to improve or maintain collective intelligence in teams.

Knowledge Hiding in Emergency Ambulance Healthcare Settings: Its Mediating Role in the Relationship between Organizational Support and Affective Commitment and Organizational Citizenship Behaviours.

Knowledge hiding-an intentional attempt to withhold or conceal knowledge from others-has been reported by recent studies to be a negative phenomenon in the workplace. Considering the importance of knowledge for organizational performance, this study intends to advance understanding by investigating the mediating role of knowledge hiding on the relationship between perceived organizational support and affective commitment as predictors and organizational citizenship behaviors and turnover intentions as outcomes. Using a cross-sectional design, the study was conducted in emergency ambulance healthcare settings on 305 medical or paramedical professionals. As indicated by structural equation modeling results, perceived organizational support and affective commitment positively predicted organizational citizenship behaviors but negatively predicted turnover intentions. Also, knowledge hiding was negatively associated with perceived organizational support, affective commitment, and organizational citizenship behaviors and positively with turnover intentions. Moreover, knowledge hiding mediated the relationship between perceived organizational support and affective commitment as predictors and organizational citizenship behaviors, respectively turnover intentions, as dependent variables.

In Leaders We Trust, or Should We? Supervisors' Dark Triad Personality Traits and Ratings of Team Performance and Innovation.

Our study tests in a sample of 87 organizational groups (297 employees and 87 supervisors) the mediating role of leader-member exchange (LMX) and collective narcissism in the relationship between supervisors' dark triad (SDT) personality traits and ratings of team outcomes made by supervisors and team members. We show that LMX mediates the association between SDT and team performance and innovation as rated by team members, while collective narcissism mediates the association between SDT and supervisory ratings of team innovation and team performance. Moreover, collective narcissism also mediates the association between SDT and team innovation as rated by team members. Results show that team-level performance appraisal is influenced by supervisory attributes and that the quality of relational exchanges and collective narcissism are plausible mechanisms explaining this association. The use of supervisory ratings of team outcomes in empirical research should also account for the supervisory attributes.

Multiple Team Membership, Performance, and Confidence in Estimation Tasks.

Multiple team membership (MTM) is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual (G-I) transfer of learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM.

The Insensitive Ruins It All: Compositional and Compilational Influences of Social Sensitivity on Collective Intelligence in Groups.

A group's collective intelligence reflects its capacity to perform well across a variety of cognitive tasks and it transcends the individual intelligence of its members. Previous research shows that group members' social sensitivity is a potential antecedent of collective intelligence, yet it is still unclear whether individual or group-level indices are responsible for the positive association between social sensitivity and collective intelligence. In a comprehensive manner, we test the extent to which both compositional (lowest and highest individual score) and compilational aspects (emergent group level) of social sensitivity are associated with collective intelligence. This study has implications for research that explores groups as information processors, and for group design as it indicates how a group should be composed with respect to social sensitivity if the group is to reach high levels of collective intelligence. Our empirical results indicate that collectively intelligent groups are those in which the least socially sensitive group member has a rather high score on social sensitivity. Differently stated, (socially sensitive) group members cannot compensate for the lack of social sensitivity of the other group members.

Cognitive synergy in groups and group-to-individual transfer of decision-making competencies.

In a field study (148 participants organized in 38 groups) we tested the effect of group synergy and one's position in relation to the collaborative zone of proximal development (CZPD) on the change of individual decision-making competencies. We used two parallel sets of decision tasks reported in previous research to test rationality and we evaluated individual decision-making competencies in the pre-group and post-group conditions as well as group rationality (as an emergent group level phenomenon). We used multilevel modeling to analyze the data and the results showed that members of synergetic groups had a higher cognitive gain as compared to members of non-synergetic groups, while highly rational members (members above the CZPD) had lower cognitive gains compared to less rational group members (members situated below the CZPD). These insights extend the literature on group-to-individual transfer of learning and have important practical implications as they show that group dynamics influence the development of individual decision-making competencies.

The magic of collective emotional intelligence in learning groups: No guys needed for the spell!

Using a cross-lagged design, the present study tests an integrative model of emergent collective emotions in learning groups. Our results indicate that the percentage of women in the group fosters the emergence of collective emotional intelligence, which in turn stimulates social integration within groups (increases group cohesion and reduces relationship conflict) and the associated affective similarity, with beneficial effects for group effectiveness.

When none of us perform better than all of us together: the role of analogical decision rules in groups.

During social interactions, groups develop collective competencies that (ideally) should assist groups to outperform average standalone individual members (weak cognitive synergy) or the best performing member in the group (strong cognitive synergy). In two experimental studies we manipulate the type of decision rule used in group decision-making (identify the best vs. collaborative), and the way in which the decision rules are induced (direct vs. analogical) and we test the effect of these two manipulations on the emergence of strong and weak cognitive synergy. Our most important results indicate that an analogically induced decision rule (imitate-the-successful heuristic) in which groups have to identify the best member and build on his/her performance (take-the-best heuristic) is the most conducive for strong cognitive synergy. Our studies bring evidence for the role of analogy-making in groups as well as the role of fast-and-frugal heuristics for group decision-making.