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Sleep Deprivation and Decision-Making Teams: Burning the Midnight Oil or Playing with Fire?

2009; Academy of Management; Volume: 34; Issue: 1 Linguagem: Inglês

10.5465/amr.2009.35713280

1930-3807

Christopher M. Barnes, John R. Hollenbeck,

Complex Systems and Decision Making

We introduce the construct of sleep deprivation to the team-level management literature by integrating theory and research on sleep deprivation and group behavior. We propose that sleep deprivation has a negative monotonic, but nonlinear, influence on team decision-making accuracy and problem solving. We then propose that task, structural, and social characteristics accentuate or attenuate the influence of sleep deprivation on team decision-making accuracy and problem solving.