Date of Original Version
Abstract or Table of Contents
Teams are frequently called upon to act in critical situations in competitive environments. However, little is known about how a team’s position in that environment, more specifically its offensive vs. defensive strategic orientation, impacts its search for and use of information. In this study, 55 teams working against a simulated opponent solved a hidden profile problem while adopting an offensive or defensive strategic orientation. Defensive teams assumed a more detail-oriented process focus which led to more external information gathering, while offensive teams assumed a higher-level outcome focus which led to more surfacing of internal information held by members. External information search interfered with the surfacing of internal information; for the hidden profile problem, only internal information surfacing was associated with performance. The implications for theory and research on team information use are discussed.