Hierarchical team decision making

Abstract

In this paper, we review the literature on hierarchical team decision making — teams in which a formal leader makes decisions based upon the input from a staff or subordinates or other informed parties. We structure our review around the Multilevel Theory of team decision making (Hollenbeck et al., 1995), integrating the disparate works within this literature. We then provide recommendations to practitioners interested in building, maintaining, and maximizing the effectiveness of hierarchical teams. Finally, we conclude by addressing weaknesses of the literature to date and avenues for future research.

Citation

Humphrey, S.E., Hollenbeck, J.R., Meyer, C.J. and Ilgen, D.R. (2002), "Hierarchical team decision making", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 21), Emerald Group Publishing Limited, Leeds, pp. 175-213. https://doi.org/10.1016/S0742-7301(02)21004-X