Browsing by Author "Grossman, Rebecca"

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    Cross-cultural perspectives on collaboration: Differences between the Middle East and the United States
    (Elsevier, 2021) Grossman, Rebecca; Campo, Maritza Salazar; Feitosa, Jennifer; Salas, Eduardo
    Cross-cultural collaboration is critical for tackling many complex issues of the modern-day, yet can be challenging, particularly when it includes collaborators with a history of conflict, such as Middle Eastern countries and the United States. To explore how collaborators might have unique conceptualizations of collaboration that could ultimately contribute to this challenge, this research leverages comparative structural analysis of interview data from 113 participants across four nations in the Middle East and the United States. Several key differences in conceptualizations emerged. Middle Eastern samples emphasized (1) who is involved, including a spiritual element, (2) interpersonal aspects, (3) higher levels of motivation, and (4) equality of resources, more so than American participants. However, not all conceptualizations were different. These cultures all agreed collaboration is challenging and requires effort to be successful. Findings provide important insights for informing future research, as well as practical approaches to managing cultural differences in collaborative settings.
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    The team cohesion-performance relationship: A meta-analysis exploring measurement approaches and the changing team landscape
    (Sage, 2022) Grossman, Rebecca; Nolan, Kevin; Rosch, Zachary; Mazer, David; Salas, Eduardo
    Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams is also changing, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship (k = 195, n = 12,023), examining measurement moderators, and distinguishing modern and traditional team characteristics, we uncovered various insights. First, the cohesion-performance relationship varies based on degree of proximity. More proximal measures –task cohesion, referent-shift, and behaviorally-focused– show stronger relationships compared to social cohesion, direct consensus, and attitudinally-focused, which are more distal. Differences are more pronounced when performance metrics are also distal. Second, group pride is more predictive than expected. Third, the cohesion-performance relationship and predictive capacity of different measures are changing in modern contexts, but findings pertaining to optimal measurement approaches largely generalized. Lastly, important nuances across modern characteristics warrant attention in research and practice.