There has been a significant increase in research interest on information sharing between groups and teams over last few years, where sharing of information among organizational members and groups have been realized as one of an underlying mechanism in enhancing competitive advantage and gains (Moye & Langfre, 2006).According to Wittenbaum, Hollingshead, & Botero (2004) most researchers on track in investigating information sharing in decision making groups, after the initial experiments of Stasser and collegues. They have suggested that members be likely to share information with an understanding and a doubt that other members may have information that they do not have. Based on that they pointed out three forms of sharing information; Information may have distributed that some information is known by all the members (i.e., shared Information) and other information known by a particular member (i.e., unshared Information), partially shared information; that known only by some members of the group.

Extremely clear works of structural group discussions, and cooperative group discussions have been found to increase the depth of processing and information of between members of groups (Magnus & DeChurch, 2009).Frasier et al (2009) discovered, most importantly bene?ts, costs, and risks are the factors that lead distributors to share information among them as well sharing information can be a way of getting the position unless someone already has a high status (Wittenbaum, Hollingshead , & Botero, 2004).Information exchange refers to bilateral expectation among exchange partners that team members will share critical information proactively that may useful for each other which facilitate inter-firm collaboration ,task details, task progress, and task decisions (Moye & Langfre, 2006;Talija,….;Li, Ye, & Sheu, 2014;Heide & Miner, 1992 ;Heidi & John,1992).

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Although most of the literature has suggested that the benefits of sharing information are due to the quality of decision making, Moye & Langfre (2006) argue that there are also conflict-related performance benefits of information sharing. In particular, sharing of information will reduce the struggle between work and relationship with economical effect on team performance in established groups (Moye & Langfre, 2006).And they except that higher information sharing is likely to reduce conflict dispute by reducing uncertainty, misunderstanding and opportunistic behaviours among group members .Shared information affects the group on a large scale, specifically in decision  making because such information gives priority to each member’s pre-discussion preferences (Wittenbaum, Hollingshead , & Botero, 2004) which then leads resulting in better decisions (Moye & Langfre, 2006).

 However, the importance of information sharing depends not only on what information is shared, but when and how is it shared is essential which means both the content and quality of the information must be considered (Li , Ye, & Sheu, 2014).For many years, both academics and businessmen have identified Various factors that affect the practice of sharing information, including trust, Commitment, environmental uncertainty, and information technology and Has recognized the central role of sharing information on price, creating and demonstrating that a well-managed information sharing program can reduce opportunism, reduce costs, and improve the performance of the supply chain (Li , Ye, & Sheu, 2014).


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