The effects of variability and expectations on utilization of member expertise and group performance

Abstract

One of the most important resources a group has is the expertise of its members (Hackman & Morris, 1975; McGrath, 1984). Further, research suggests that recognition of expertise plays an important role in group performance (e.g., Libby, Trotman, & Zimmer, 1987). The current study experimentally manipulated member expectations and within-group variability and examined their relationships to recognition of expertise, utilization of expertise, and performance on a complex group decision-making task. Results indicate that variability and expectations affect utilization of expertise primarily through their effects on recognition of expertise. Recognition of expertise is positively associated with how often groups defer to their best member, but even when all members recognize the best member groups defer to that member only 62% of the time. Although reliance on the best member is positively related to group performance, the authors postulate that the relationship may be more complex than is commonly assumed.