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The relationship between high performance and knowledge about how to master cooperation situations
Author(s) -
Sonnentag Sabine,
Lange Ilka
Publication year - 2002
Publication title -
applied cognitive psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.719
H-Index - 100
eISSN - 1099-0720
pISSN - 0888-4080
DOI - 10.1002/acp.805
Subject(s) - psychology , task (project management) , sample (material) , perspective (graphical) , empirical research , social psychology , knowledge management , applied psychology , cognitive psychology , computer science , management , epistemology , artificial intelligence , philosophy , chemistry , chromatography , economics
This paper applies the expertise approach to cooperation settings and examines high performers' knowledge about cooperation situations. We argue that high performers know more about how to address cooperation situations than do moderate performers. Specifically, we assume that they know more about problem analysis, about how to address the task, the cooperation partner and the cooperation partners' task approach. We report findings of two empirical studies in which study participants responded to scenario situations. The first study based on a sample of 39 software professionals showed that high performers were superior with respect to overall knowledge and specific knowledge aspects. The second study based on a sample of 62 engineers partially replicated these findings. High performers' better knowledge of cooperation situations could not be explained by years of experience or perspective taking. However, situation‐specific experiences partially accounted for the relationship between performance level and knowledge. Copyright © 2002 John Wiley & Sons, Ltd.