Biases and Heuristics in Team Member Selection Decisions By
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by D-Scholarship@Pitt Biases and Heuristics in Team Member Selection Decisions by Jonathan Pinto Bachelor of Commerce, University of Bombay, 1988 Post-Graduate Diploma in Management, Indian Institute of Management, Ahmedabad, 1991 Submitted to the Graduate Faculty of Katz Graduate School of Business in partial fulfillment of the requirements for the degree of Doctor of Philosophy University of Pittsburgh 2008 UNIVERSITY OF PITTSBURGH Katz Graduate School of Business This dissertation was presented by Jonathan Pinto It was defended on June 9th, 2008 and approved by Gary W. Florkowski, Associate Professor of Business Administration, Katz Graduate School of Business Frits K. Pil, Associate Professor of Business Administration, Katz Graduate School of Business Richard L. Moreland, Professor of Psychology, University of Pittsburgh Denise M. Rousseau, H.J. Heinz II Professor of Organizational Behavior and Public Policy, Carnegie Mellon University Dissertation Chair: John E. Prescott, Thomas O’Brien Chair of Strategy, Professor of Business Administration, Katz Graduate School of Business ii Copyright © by Jonathan Pinto 2008 iii Biases and Heuristics in Team Member Selection Decisions Jonathan Pinto, B.Com., PGDM (MBA) University of Pittsburgh, 2008 ABSTRACT Although team composition as an antecedent to team performance has been studied extensively, team composition as a dependent variable has been relatively neglected. Recent studies on team member selection assume that a group or an organization is conducting the process and propose elaborate models that include numerous factors along two dimensions: taskwork and teamwork. However, when individual decision makers are forming teams, they adopt a simpler heuristic approach that is based on their relational ties to potential team members.
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