To explore the mechanism of information sharing in new product development activities, 180 participants from 60 teams were invited to attend a simulation experiment. The results showed that unique information and common information are indispensable in new product development activities, and both of them have significant impact on team decision-making, but unique information is more significant than common information. At the same time, they were found to function in team decision-making through team cognition. That is, transactive memory systems played a mediating role in the relationship between unique information sharing and team decision-making, and shared mental models played a mediating role in the relationship between common information sharing and team decision-making. The experiment also showed that the relationship between unique information sharing and transactive memory systems was strengthened, while the relationship between common information sharing and shared mental models did not change significantly in the context of team psychological safety. By revealing the mechanism of information sharing, this experiment provided a useful reference for improving the efficiency and quality of team decision-making in new product development activities.
BendolyEElliotK (2015) System dynamics understanding in projects: information sharing, psychological safety, and performance effects. Production and Operations Management23(8): 1352–1369.
2.
BontisNRichardsDSerenkoA (2011) Improving service delivery: investigating the role of information sharing, job characteristics, and employee satisfaction. Learning Organization18(3): 239–250.
3.
BoosMSchauenburgBStrackMBelzM (2013) Social validation of shared and nonvalidation of unshared information in group discussions. Small Group Research44(3): 257–271.
4.
BowmanJMWittenbaumGM (2012) Time pressure affects process and performance in hidden-profile groups. Small Group Research43(3): 295–314.
5.
BrodbeckFCKerschreiterRMojzischAFreyDSchulz-HardtS (2010) The dissemination of critical, unshared information in decision-making groups: the effects of pre-discussion dissent. European Journal of Social Psychology32 (1): 35–56.
6.
Cannon-BowersJASalasEConverseSA (1990) Cognitive psychology and team training: Training shared mental models and complex systems. Human Factors Society Bulletin33(12): 1–4.
7.
Cannon-BowersJASalasEConverseS (2001) Shared mental models in expert team decision making. In CastellanN.J.Individual And Group Decision Making. Hillsdale, NJ: Lawrence Erlbaum. 221–246.
8.
ChaeSW (2016) The role of positive affect in virtual collaboration: a transactive memory system perspective. Journal of The Korea Society of Computer and Information21(5): 99–109.
9.
ChenSZhangGZhangAXuJ (2016) Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety. Journal of Management and Organization2 (4): 535–548.
10.
ChangHT (2001)The relationship between psychological safety, organization context support and team learning behaviour in Taiwan. Global Journal of Engineering Education.
11.
ChiangYHShihHAHsuCC (2014) High commitment work system, transactive memory system, and new product performance. Journal of Business Research67(4): 631–640.
12.
CohenSGGibsonCB (2003) Virtual Teams That Work: Creating Conditions For Effective Virtual Teams. Jossey-Bass, San Francisco.
13.
CohenPWestSGAikenLS (2014) Applied multiple regression/correlation analysis for the behavioral Sciences. Psychology Press.
14.
CruzMGHenningsenDDSmithBA (1999) The impact of directive leadership on group information sampling, decisions and perceptions of the leader. Communication Research26(3): 349–369.
15.
De LeozGKhazanchiD (2015) Exploring the influence of trust in the development of transactive memory systems in virtual project teams. MWAIS 2015 Proceedings Midwest (MWAIS) Spring 5-14-2015. http://aisel.aisnet.org/mwais201
16.
DechurchLAMesmer-MagnusJR (2010) The cognitive underpinnings of effective teamwork: A meta-analysis. Journal of Applied Psychology95(1): 32.
17.
EdmondsonA (1999) Psychological safety and learning behavior in work teams. Administrative science Quarterly44(2): 350–383.
18.
EntinEESerfatyD (1999) Adaptive team coordination. Human Factors41(2): 312–325.
19.
FerzandiLASkatteboALTerrellISBainsP (2004) Will they share? Team problem-solving in computer-mediated environments. 19th Annual Society for Industrial and Organizational Psychology Conference, Chicago, Il.
20.
GalinskyADKrayLJ (2004) From thinking about what might have been to sharing what we know: The effects of counterfactual mind-sets on information sharing in groups. Journal of Experimental Social Psychology40(5): 606–618.
21.
GibsonCBCohenSG (2003) Virtual Teams That Work. JosseyBass, San Francisco.
22.
GisselJLJohnstoneKM (2016) Information sharing during auditors’ fraud brainstorming: Effects of psychological safety and auditor knowledge. Auditing: A Journal of Practice and Theory36(2): 87–110.
23.
GreitemeyerTSchulz-HardtSBrodbeckFCFreyD (2006) Information sampling and group decision making: the effects of an advocacy decision procedure and task experience. Journal of Experimental Psychology: Applied12(1): 31.
24.
GriffithTLNealeMA (2001) Information processing in traditional, hybrid, and virtual teams: from nascent knowledge to transactive memory. Research in Organizational Behavior23(1): 379–421.
25.
GummerumMLemanPJHollinsTS (2013) Children’s collaborative recall of shared and unshared information. British Journal of Developmental Psychology31(3): 302–317.
26.
HahmS (2017) Information sharing and creativity in a virtual team: roles of authentic leadership, sharing team climate and psychological empowerment. KSII Transactions on Internet and Information Systems11(8): 4105–4119.
27.
HartSJan HultinkETzokasNCommandeurHR (2003) Industrial companies’ evaluation criteria in new product development gates. Journal of Product Innovation Management20(1): 22–36.
28.
HeJButlerBSKingWR (2007) Team cognition: Development and evolution in software project teams. Journal of Management Information Systems24(2): 261–292.
29.
HollingsheadABBrandonDP (2010) Communication and knowledge-sharing errors in groups: A transactive memory perspective. In CanaryHEMcPheeRD eds. Communication and Organizational Knowledge. Routledge. 155–172.
30.
JacksonJDYiMYLiuLC (2013) The effects of information sharing, collective efficacy and team conflict on system development team performance. International Journal of Business and Systems Research7(3): 318–337.
31.
Jimenez-RodriguezM (2012) Two pathways to performance: Affective-and motivationally-driven development in virtual multiteam systems. Unpublished doctoral dissertation. University of Central Florida, Florida.
32.
KahnWA (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal3 (4): 692–724.
33.
KolbMRvan SwolLM (2018) Manipulating a synchronous or separatist group orientation to improve performance on a hidden profile task. Group Processes and Intergroup Relations21(1): 57–72.
34.
KozlowskiSWIlgenDR (2006) Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest7(3): 77–124.
35.
LarsonJRJrFoster-FishmanPGFranzTM (1998) Leadership style and the discussion of shared and unshared information in decision-making groups. Personality and Social Psychology Bulletin24(5): 482–495.
36.
LarsonJR (2010) In Search Of Synergy In Small Group Performance. Psychology Press.
37.
LewisK (2003) Measuring transactive memory systems in the field: scale development and validation. Journal of Applied Psychology88(4): 587.
38.
LewisK (2004) Knowledge and performance in knowledge-worker teams: A longitudinal study of transactive memory systems. Management Science50(11): 1519–1533.
39.
LewisKHermdonB (2011) Transactive memory systems: current issues and future research directions. Organization Science22(5):1254–1265.
40.
LightleJPKagelJHArkesHR (2009) Information exchange in group decision making: The hidden profile problem reconsidered. Management Science55(4): 568–581.
MacKinnonDP (2008) Introduction to Statistical Mediation Analysis. New York: London Lawrence Erlbaum Associates.
43.
MellJNVan KnippenbergDVan GinkelWP (2014) The catalyst effect: The impact of transactive memory system structure on team performance. Academy of Management Journal57(4): 1154–1173.
44.
Mesmer-MagnusJRDechurchLA (2009) Information sharing and team performance: A meta-analysis. Journal of Applied Psychology94(2): 535.
45.
Mesmer-MagnusJRDechurchLAJimenezrodriguezMWildmanJShufflerM (2011) A meta-analytic investigation of virtuality and information sharing in teams. Organizational Behavior and Human Decision Processes115(2): 214–225.
46.
MohammedSDumvilleBC (2001) Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior (2): 89–106.
47.
OshriIVriesHDVriesHD (2008) Standards battles in open source software. Standards Battles In Open Source Software. Palgrave Macmillan, 1740–1741.
48.
PeltokorpiVHasuM (2016) Transactive memory systems in research team innovation: A moderated mediation analysis. Journal of Engineering and Technology Management39, 1–12.
49.
PostmesTSpearsRCihangirS (2001) Quality of decision making and group norms. Journal of Personality and Social Psychology80(6): 918.
50.
SavadoriLVan SwolLMSniezekJA (2001) Information sampling and confidence within groups and judge advisor systems. Communication Research28(6): 737–771.
51.
ScheinEHBennisWG (1965) Personal And Organizational Change Through Group Methods: The Laboratory Approach. Wiley.
52.
StaplesDSWebsterJ (2008) Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams. Information Systems Journal18(6): 617–640.
53.
StasserGStewartD (1992) Discovery of hidden profiles by decision-making groups: solving a problem versus making a judgment. Journal of Personality and Social Psychology63(3): 426
54.
StasserGTitusW (1985) Pooling of unshared information in group decision making: biased information sampling during discussion. Journal of Personality and Social Psychology48(6): 1467–1478.
55.
StasserGTitusW (1987) Effects of information load and percentage of shared information on the dissemination of unshared information during group discussion. Journal of Personality and Social Psychology53(1): 81–93.
56.
SuperJFLiPIshqaidefGGuthrieJP (2016) Group rewards, group composition and information sharing: A motivated information processing perspective. Organizational Behavior and Human Decision Processes134, 31–44.
57.
SwolLMVKolbM (2015) Group Information Sharing. The International Encyclopedia of Interpersonal Communication. Wiley.
58.
TekleabAGQuigleyNR (2014) Team deep-level diversity, relationship conflict, and team members’ affective reactions: A cross-level investigation. Journal of Business Research67(3): 394–402.
59.
TurnerJRChenQDanksS (2014) Team shared cognitive constructs: A meta-analysis exploring the effects of shared cognitive constructs on team performance. Performance Improvement Quarterly27(1): 83–117.
60.
TynanR (2005) The effects of threat sensitivity and face giving on dyadic psychological safety and upward communication 1. Journal of Applied Social Psychology35(2): 223–247.
61.
WangLiyingJinChen (2010) A study on influencing mechanism of R and D team creativity---the mediating role of team shared mental model. Studies in Science of Science28(3): 420–428.
62.
WittenbaumGMHollingsheadABBoteroIC (2004) From cooperative to motivated information sharing in groups: moving beyond the hidden profile paradigm. Communication Monograph71(3): 286–310.
63.
WittenbaumGMHubbellAPZuckermanC (1999) Mutual enhancement: Toward an understanding of the collective preference for shared information. Journal of Personality And Social Psychology77(5): 967.
64.
XiaoYZhangHBasadurTM (2016) Does information sharing always improve team decision making? an examination of the hidden profile condition in new product development. Journal of Business Research69(2): 587–595.
65.
ZhangYFangY (2010) Exploring the role of psychological safety in promoting the intention to continue sharing knowledge in virtual communities. International Journal of Information Management30(5): 425–436.
