The study by Mesmer-Magnus and DeChurch (2006) examines the impact of information sharing (IS) on team performance through a meta-analysis of 72 independent studies involving 4,795 groups and 17,279 participants. The research highlights the importance of IS in enhancing team performance, cohesion, decision satisfaction, and knowledge integration. Key findings include: 1. **Information Sharing and Team Performance**: IS positively predicts team performance, with information sharing uniqueness showing a stronger relationship than openness. 2. **Moderators of the IS-Performance Relationship**: Moderators such as the representation of IS, performance criteria, task type, and discussion structure influence the relationship between IS and team performance. 3. **Factors Enhancing IS**: Task demonstrability, discussion structure, and cooperation promote effective IS. 4. **Factors Detrimental to IS**: Member heterogeneity, informational interdependence, and information distribution reduce IS. 5. **Task Type and Discussion Structure**: IS is more positively related to performance on intellectual hidden profile tasks and structured discussions. 6. **Information Processing and Redundancy**: Teams share more information when all members already know the information, members are capable of making accurate decisions independently, and members are highly similar. The study suggests that while IS is crucial for team performance, the form and context of IS matter. Future research should explore the combination of uniqueness and openness in IS and the impact of team virtuality and boundaries on information sharing.The study by Mesmer-Magnus and DeChurch (2006) examines the impact of information sharing (IS) on team performance through a meta-analysis of 72 independent studies involving 4,795 groups and 17,279 participants. The research highlights the importance of IS in enhancing team performance, cohesion, decision satisfaction, and knowledge integration. Key findings include: 1. **Information Sharing and Team Performance**: IS positively predicts team performance, with information sharing uniqueness showing a stronger relationship than openness. 2. **Moderators of the IS-Performance Relationship**: Moderators such as the representation of IS, performance criteria, task type, and discussion structure influence the relationship between IS and team performance. 3. **Factors Enhancing IS**: Task demonstrability, discussion structure, and cooperation promote effective IS. 4. **Factors Detrimental to IS**: Member heterogeneity, informational interdependence, and information distribution reduce IS. 5. **Task Type and Discussion Structure**: IS is more positively related to performance on intellectual hidden profile tasks and structured discussions. 6. **Information Processing and Redundancy**: Teams share more information when all members already know the information, members are capable of making accurate decisions independently, and members are highly similar. The study suggests that while IS is crucial for team performance, the form and context of IS matter. Future research should explore the combination of uniqueness and openness in IS and the impact of team virtuality and boundaries on information sharing.