The Role of Team Identification in the Dissimilarity-Conflict Relationship

By E. Hobman, P. Bordia. 2006

88 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0694b6800d6c90093d75604959eaa0571891413e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. L. Shore
2. Rebecca Mitchell
3. Beth G. Chung-Herrera
4. V. Parker
5. M. Dean
6. Don I. Jung
7. S. Moss
8. K. Ehrhart

In Organizational Behavior and Human Resource Management

1. M. Duffy
2. L. Shore
3. S. Moss
4. Bennett J. Tepper
5. Amy E. Randel
6. M. Dean
7. Rebecca Mitchell
8. V. Parker

In Sociology and Political Science

1. S. Moss
2. M. Duffy
3. Bennett J. Tepper
4. Rebecca Mitchell
5. Beth G. Chung-Herrera
6. V. Parker
7. M. Dean
8. Don I. Jung

Citations in the corpus

• When do interprofessional teams succeed? Investigating the moderating roles of team and professional identity in interprofessional effectiveness (2011, methodology): “Team identity Four scale items were used to measure team identity taken from previous research (Brown et al., 1986; Hobman and Bordia, 2006; Riordan and Weatherly, 1999); for example, ‘To what extent did you identify with this team?’”
• Diversity in organizations: Where are we now and where are we going? (2009, background): “…in teams, comfort with differences, structural holes, and organizational attractiveness (Balkundi et al., 2006; Ely, 2004; Graves & Elsass, 2005; Hobman & Bordia, 2006; Leonard & Levine, 2006; Leonard, Levine, & Joshi, 2004; Martins & Parsons, 2007; Strauss & Connerley, 2003; Vecchio & Brazil,…”
• Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance (2011, background): “…conflict because dissimilar people are less likely to validate their counterparts’ beliefs and values (Byrne, 1971) and because perceived dissimilarity can lead to fundamental differences of opinion vis-à-vis important work-related tasks and goals (Harrison & Klein, 2007; Hobman & Bordia, 2006).”