Felix C Brodbeck
Biographic Data
| ID | 111465 |
|---|---|
| NAME | Felix C Brodbeck |
| GIVEN NAMES | Felix C |
| FAMILY NAME | Brodbeck |
| SIGNATURE | BRODBECK F C |
| AFFILIATIONS | Ludwig-Maximilians-Universität München |
| ORCID | 0000-0001-9665-9296 |
| VERIFIED | Yes |
| TOTAL WORKS | 16 |
| TOTAL CITATIONS | 118 |
| AUTHOR COUNT | 15 |
| EDITOR COUNT | 1 |
| FIRST PUBLICATION YEAR | 1991 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 6 |
When team members (dis)agree about social rules and norms: A shared relational models approach to explaining team viability
When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental …
Being on the same page about social rules and norms: Effects of shared relational models on cooperation in work teams
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
Conflicting relational models as a predictor of (in)justice perceptions and (un)cooperative behavior at work
Humans are naturally social, and according to relational models theory (RMT), they use cognitively represented and motivationally operative models (i.e., relational models) to structure and understand their social interactions. RMT proposes that the fit between the expected and perceived relational model (i.e., RM fit) in a given social interactive situation is related to perceptions of justice, while an RM misfit is related to injustice percepti…
Group-level integrative complexity: Enhancing differentiation and integration in group decision-making
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
Gender differences in the initiation of negotiations: A meta-analysis
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Group Processes in Organizations
Ethnic Diversity as a Multilevel Construct: The Combined Effects of Dissimilarity, Group Diversity, and Societal Status on Learning Performance in Work Groups
The authors present a model of the multilevel effects of diversity on individual learning performance in work groups. For ethnically diverse work groups, the model predicts that group diversity elicits either positive or negative effects on individual learning performance, depending on whether a focal individual's ethnic dissimilarity from other group members is high or low. By further considering the societal status of an individual's ethnic ori…
Group diversity and group identification: The moderating role of diversity beliefs
Research on diversity in teams and organizations has revealed ambiguous results regarding the effects of group composition on workgroup performance. The categorization—elaboration model (van Knippenberg et al., 2004) accounts for this variety and proposes two different underlying processes. On the one hand diversity may bring about intergroup bias which leads to less group identification, which in turn is followed by more conflict and decreased w…
Social validation in group decision-making: Differential effects on the decisional impact of preference-consistent and preference-inconsistent information
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
Culture and Leadership Across the World: The GLOBE Book of in-Depth Studies of 25 Societies
Dutch GLOBE data are presented in this chapter with an overview of the history of Holland and later the Netherlands. From the Middle Ages onward, Dutch cities had substantial local autonomy, which led their educated citizens and merchants to rule themselves to a large extent. This relative autonomy stimulated independent thought and judgment, a climate that helped Protestantism to gain much ground. Foreign trade facilitated the rise of a liberal …
Group decision making in hidden profile situations: Dissent as a facilitator for decision quality
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
The Influence of Social Identity and Personality on Outcomes of Cultural Diversity in Teams
The present study examined the influence of social identity and personality on work outcomes among business students who worked together in culturally diverse teams. As predicted, a negative effect of identification with one's cultural background and a positive effect of identification with the team on well-being were found under conditions of high diversity. For commitment, the same pattern of findings was obtained, but now the impact of identif…
The dissemination of critical, unshared information in decision‐making groups: The effects of pre‐discussion dissent
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
A Dynamic Model of Group Performance: Considering the Group Members’ Capacity to Learn
A dynamic model of group performance is suggested that combines the group learning approach and the combination of contributions approach. Three hypotheses are tested in two experiments, comparing individual training conditions with mixed group and individual training conditions on subsequent nominal and collective group performance of rule induction tasks under identical time constraints. As predicted, collective group performance improves as a …
Effects of Individual versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance
Errors in Training Computer Skills: On the Positive Function of Errors
Traditionally, errors are avoided in training. In contrast to this approach, it is argued that errors can also have a positive function and that one has to learn to deal efficiently with errors on a strategic and an emotional level (error management). An experiment tested these assumptions. One group (n = 9) received guidance for error-free performance; another group (n = 15) received error training. In the latter group, errors were produced by a…
Group diversity and group identification: The moderating role of diversity beliefs
Research on diversity in teams and organizations has revealed ambiguous results regarding the effects of group composition on workgroup performance. The categorization—elaboration model (van Knippenberg et al., 2004) accounts for this variety and proposes two different underlying processes. On the one hand diversity may bring about intergroup bias which leads to less group identification, which in turn is followed by more conflict and decreased w…
Group decision making in hidden profile situations: Dissent as a facilitator for decision quality
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
The Influence of Social Identity and Personality on Outcomes of Cultural Diversity in Teams
The present study examined the influence of social identity and personality on work outcomes among business students who worked together in culturally diverse teams. As predicted, a negative effect of identification with one's cultural background and a positive effect of identification with the team on well-being were found under conditions of high diversity. For commitment, the same pattern of findings was obtained, but now the impact of identif…
The dissemination of critical, unshared information in decision‐making groups: The effects of pre‐discussion dissent
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
Social validation in group decision-making: Differential effects on the decisional impact of preference-consistent and preference-inconsistent information
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
Gender differences in the initiation of negotiations: A meta-analysis
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Effects of Individual versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance
Ethnic Diversity as a Multilevel Construct: The Combined Effects of Dissimilarity, Group Diversity, and Societal Status on Learning Performance in Work Groups
The authors present a model of the multilevel effects of diversity on individual learning performance in work groups. For ethnically diverse work groups, the model predicts that group diversity elicits either positive or negative effects on individual learning performance, depending on whether a focal individual's ethnic dissimilarity from other group members is high or low. By further considering the societal status of an individual's ethnic ori…
Group-level integrative complexity: Enhancing differentiation and integration in group decision-making
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
A Dynamic Model of Group Performance: Considering the Group Members’ Capacity to Learn
A dynamic model of group performance is suggested that combines the group learning approach and the combination of contributions approach. Three hypotheses are tested in two experiments, comparing individual training conditions with mixed group and individual training conditions on subsequent nominal and collective group performance of rule induction tasks under identical time constraints. As predicted, collective group performance improves as a …
Being on the same page about social rules and norms: Effects of shared relational models on cooperation in work teams
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
Errors in Training Computer Skills: On the Positive Function of Errors
Traditionally, errors are avoided in training. In contrast to this approach, it is argued that errors can also have a positive function and that one has to learn to deal efficiently with errors on a strategic and an emotional level (error management). An experiment tested these assumptions. One group (n = 9) received guidance for error-free performance; another group (n = 15) received error training. In the latter group, errors were produced by a…
A Dynamic Model of Group Performance: Considering the Group Members’ Capacity to Learn
A dynamic model of group performance is suggested that combines the group learning approach and the combination of contributions approach. Three hypotheses are tested in two experiments, comparing individual training conditions with mixed group and individual training conditions on subsequent nominal and collective group performance of rule induction tasks under identical time constraints. As predicted, collective group performance improves as a …
Effects of Individual versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance
The dissemination of critical, unshared information in decision‐making groups: The effects of pre‐discussion dissent
Previous research in group decision making has found that in situations of a hidden profile (i.e. the best choice alternative is hidden from individual members as they consider their pre‐discussion information), unshared information is disproportionately neglected and sub‐optimal group choices are highly likely. In an experimental study, three‐person groups decided which of three candidates to select for a professorial appointment. We hypothesise…
The Influence of Social Identity and Personality on Outcomes of Cultural Diversity in Teams
The present study examined the influence of social identity and personality on work outcomes among business students who worked together in culturally diverse teams. As predicted, a negative effect of identification with one's cultural background and a positive effect of identification with the team on well-being were found under conditions of high diversity. For commitment, the same pattern of findings was obtained, but now the impact of identif…
Group decision making in hidden profile situations: Dissent as a facilitator for decision quality
The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the me…
Culture and Leadership Across the World: The GLOBE Book of in-Depth Studies of 25 Societies
Dutch GLOBE data are presented in this chapter with an overview of the history of Holland and later the Netherlands. From the Middle Ages onward, Dutch cities had substantial local autonomy, which led their educated citizens and merchants to rule themselves to a large extent. This relative autonomy stimulated independent thought and judgment, a climate that helped Protestantism to gain much ground. Foreign trade facilitated the rise of a liberal …
Group diversity and group identification: The moderating role of diversity beliefs
Research on diversity in teams and organizations has revealed ambiguous results regarding the effects of group composition on workgroup performance. The categorization—elaboration model (van Knippenberg et al., 2004) accounts for this variety and proposes two different underlying processes. On the one hand diversity may bring about intergroup bias which leads to less group identification, which in turn is followed by more conflict and decreased w…
Social validation in group decision-making: Differential effects on the decisional impact of preference-consistent and preference-inconsistent information
Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members’ initi…
Ethnic Diversity as a Multilevel Construct: The Combined Effects of Dissimilarity, Group Diversity, and Societal Status on Learning Performance in Work Groups
The authors present a model of the multilevel effects of diversity on individual learning performance in work groups. For ethnically diverse work groups, the model predicts that group diversity elicits either positive or negative effects on individual learning performance, depending on whether a focal individual's ethnic dissimilarity from other group members is high or low. By further considering the societal status of an individual's ethnic ori…
Group Processes in Organizations
Gender differences in the initiation of negotiations: A meta-analysis
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Group-level integrative complexity: Enhancing differentiation and integration in group decision-making
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
Conflicting relational models as a predictor of (in)justice perceptions and (un)cooperative behavior at work
Humans are naturally social, and according to relational models theory (RMT), they use cognitively represented and motivationally operative models (i.e., relational models) to structure and understand their social interactions. RMT proposes that the fit between the expected and perceived relational model (i.e., RM fit) in a given social interactive situation is related to perceptions of justice, while an RM misfit is related to injustice percepti…
Being on the same page about social rules and norms: Effects of shared relational models on cooperation in work teams
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
When team members (dis)agree about social rules and norms: A shared relational models approach to explaining team viability
When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental …
Psychology (16 works) · Social Psychology (14 works) · Social Psychology (9 works) · Team Dynamics and Performance (8 works) · Social and Intergroup Psychology (7 works) · Computer Science (5 works) · Gender Diversity and Inequality (5 works) · Political science (5 works) · Conflict Management and Negotiation (4 works) · Cultural Differences and Values (4 works)