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A qualitative analysis of the impact of performance patterns, attributions, positive affect and group processes on the development of group efficacy perceptions
Abstract

A qualitative analysis of the impact of performance patterns, attributions, positive affect and group processes on the development of group efficacy perceptions

John Whiteoak and Andrew Hede
2007 University Research Conference Book of Abstracts, p.18
University Research Conference: Advancing Sustainable Regions, 2007 (Sunshine Coast, Australia, 21-Nov-2007)
2007
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Abstract

Business and Management group efficacy perceptions
A qualitative case study approach was taken to analyse the impact of performance patterns, attributions, positive affect and internal group processes and behaviours on the development of group efficacy perceptions. Group efficacy is described as "a group's sense of its capacity to complete a task successfully or to reach its objectives" (Whiteoak, Chalip and Hort 2004, p 158). That is, high group efficacy translates into a more self-confident group. Results of the study suggest that the development of group efficacy perceptions is not simply driven by performance but may be influenced by the pattern of performance over time. In addition, performance attributions appear to differ depending on group efficacy perceptions and appear to influence their impact on performance. Finally, positive affect (ie group mood) was not found to be related to group efficacy perceptions but still seemed to bring benefits to the groups. The practical implications of this research are that the results help provide a more complete understanding of factors that drive group efficacy. This study also advances the theoretical group efficacy literature by using a qualitative methodology and providing a more complete appreciation of the way group efficacy perceptions develop with task experience.

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