The contingent effect of constructive confrontation on the relationship between shared mental models and decision quality
By Franz Willi Kellermanns, Steven W. Floyd, Allison W. Pearson, B. Spencer. 2008
96 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Safety Research, Social Psychology
View Paper: https://www.semanticscholar.org/paper/019ab481794fc075838ff9dbce0addfdfb9e3a01
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
In Social Psychology
- Katherine Hamilton
- Lori A. Ferzandi
- Susan Mohammed
- Kai Hockerts
- K. Nielsen
- R. Randall
- Steve W. J. Kozlowski
- Kyle Lewis
Citations in the corpus
- Metaphor No More: A 15-Year Review of the Team Mental Model Construct (2010, methodology): “In addition, constructive confrontation norms were found to moderate the effect of taskwork mental model similarity on team decision quality (Kellermanns et al., 2008).”
- To Agree or Not to Agree? A Meta-Analytical Review of Strategic Consensus and Organizational Performance (2011, unknown): “This is particularly detrimental as the high levels of complexity and uncertainty typical for strategic decisions demand high levels of information-processing capacity (Kellermanns et al., 2008).”
- Testing and Visualizing Strategic Consensus Within and Between Teams (2011, background): “For obvious reasons, it is important to have consensus not only in terms of the degree but also on the ‘right’ content (Kellermanns et al., 2008).”