ABSTRACT
While experimental studies reported in previous chapters demonstrate effects of the status distribution on information exchange, evidence also benefits from empirical testing in the context of actual decision-making teams. In this chapter, results of field studies of an interorganizational team and its subteams making an ill-structured decision are reported. Results of the studies are reported in two parts. In Part A, the exchange of information by team members are analyzed in terms of the information types that have been defined in previous chapters. Results indicated that team members who occupied managerial levels in their respective organizations contributed ideas, opinions, and other information types at higher rates than those not holding equivalent status positions in their organizations. This bias occurred even though team members agreed that abilities related to managerial level were not relevant to the decision-making task and had participated in team-building training in which members were made aware of status organizing processes and committed to overcoming them. These results document the biasing effects of what can be designated as a status difference arising from managerial rank on information exchange in the team.
