Bridging faultlines by valuing diversity: diversity beliefs, information elaboration, and performance in diverse work groups.
about
Group heterogeneity increases the risks of large group size: a longitudinal study of productivity in research groups.Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?When sad groups expect to meet again: interactive affective sharing and future interaction expectation as determinants of work groups' analytical and creative task performance.Creative work environments in sport organizations: the influence of sexual orientation diversity and commitment to diversity.Examining the relationships among coaching staff diversity, perceptions of diversity, value congruence, and life satisfaction.Is it better not to talk? Group polarization, extended contact, and perspective taking in Eastern Democratic Republic of Congo.The benefits of sexual orientation diversity in sport organizations.Maximizing the Gains and Minimizing the Pains of Diversity: A Policy Perspective.Playing favorites: the influence of leaders' inner circle on group processes and performance.Stimulated by Novelty? The Role of Psychological Needs and Perceived Creativity.Stereotype-based faultlines and out-group derogation in diverse teams: The moderating roles of task stereotypicality and need for cognition.Facilitating Innovation in Diverse Science Teams Through Integrative CapacityA Contingency View of the Effects of Cognitive Diversity on Team PerformanceBeing different and suffering the consequences: The influence of head coach–player racial dissimilarity on experienced incivilityWorkforce diversity in strategic human resource management modelsWhat a Diverse Top Management Team Means: Testing an Integrated ModelIf it doesn't help, it doesn't hurt? Information elaboration harms the performance of gender-diverse teams when attributions of competence are inaccurateTeam DiversityA review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes?That’s not my place: The interacting effects of faultlines, subgroup size, and social competence on social loafing behaviour in work groupsWhat good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision qualityOn the Same Side of the Faultline: Inclusion in the Leader's Subgroup and Employee PerformanceIntergroup friendship and children's intentions for social exclusion in integrative classrooms: the moderating role of teachers' diversity beliefsSocial Category Salience Moderates the Effect of Diversity Faultlines on Information ElaborationBelieving shapes seeing: The impact of diversity beliefs on the construal of group compositionOrganizational Faultlines: Social Identity Dynamics and Organizational ChangeCultural Diversity and Team CreativityEnhancing Collaborative Ideation in Organizations
P2860
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P2860
Bridging faultlines by valuing diversity: diversity beliefs, information elaboration, and performance in diverse work groups.
description
2007 nî lūn-bûn
@nan
2007年の論文
@ja
2007年論文
@yue
2007年論文
@zh-hant
2007年論文
@zh-hk
2007年論文
@zh-mo
2007年論文
@zh-tw
2007年论文
@wuu
2007年论文
@zh
2007年论文
@zh-cn
name
Bridging faultlines by valuing ...... rmance in diverse work groups.
@en
type
label
Bridging faultlines by valuing ...... rmance in diverse work groups.
@en
prefLabel
Bridging faultlines by valuing ...... rmance in diverse work groups.
@en
P2093
P1476
Bridging faultlines by valuing ...... rmance in diverse work groups.
@en
P2093
Astrid C Homan
Carsten K W De Dreu
Daan van Knippenberg
Gerben A Van Kleef
P304
P356
10.1037/0021-9010.92.5.1189
P577
2007-09-01T00:00:00Z