Team Member Functional Background and Involvement in Management Teams: Direct Effects and the Moderating Role of Power Centralization

By J. Stuart Bunderson. 2003

262 citations recorded by the source corpus.

Subfields: Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/06b44e24cb464ac5576896207e8575b41c9cf412

How researchers see this paper

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

In Social Psychology

In Strategy and Management

Citations in the corpus

The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “Functional expertise refers to an employee’s work specialization and depth of relevant knowledge in an organization such as finance, marketing, and logistics (Bunderson, 2003).”
Power, Status, and Learning in Organizations (2011, background): “example, Van der Vegt, Bunderson, & Oosterhof (2006) found that group members were more likely to help other group members who were above them in the status hierarchy but not below.”
CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty (2014, background): “…accumulation of multifunctional experience (sometimes called “intrapersonal functional diversity”) is associated with the size and structural sparseness of one’s network (Campion, Cheraskin, & Stevens, 1994; Monge & Eisenberg, 1987), as well as with one’s centrality in work teams (Bunderson, 2003).”
Teamwork and associated psychological factors: A review (2006, background): “Reported results indicate that management teams may be differently affected by organizational context in general (including management), and organizational participation and team autonomy in particular (Bunderson, 2003b; Hambrick, 1981).”
The Sources of Four Commonly Reported Cutoff Criteria (2006, background): “…authors have reported the average or median rwg for their groups and aggregated lower-level data to group-level indexes if the median or mean rwg reaches some criterion (usually .70; e.g., Bunderson, 2003; Kirkman, Tesluk, & Rosen, 2001; Patterson, West, & Wall, 2004; Van der Vegt & Janssen, 2003).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “Similarly, Srivastava, Bartol, and Locke (2006) reported organizational-level performance data for hotel management teams, while Bunderson and Sutcliffe (2002) measured profitability as it related to unit outcomes adjusted for team history and market conditions.”
Jack of all, master of all? CEO generalist experience and firm performance (2019, background): “…of CEO generalist experience differs from the intra-functional diversity of a top management team (TMT) member or an executive's experiences in different functional areas (Bunderson, 2003) and from past experiences at various hierarchical levels in the current firm (Nielsen, 2009).”
How Do They Get There? An Examination of the Antecedents of Centrality in Team Networks (2004, background): “And Bunderson (2003) showed that valued functional expertise was significantly positively related to team work flow centrality.”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “Relatedly, both Bunderson (2003) and Greer, De Jong et al. (2017), and Greer, Van Kleef et al. (2017) show that power differences are more negatively related to performance in teams where there are functional differences and con ﬂ ict susceptibilities.”
The Effects of Family Firm Specific Sources of Tmt Diversity: The Moderating Role of Information Exchange Frequency (2010, unknown): “Proponents claim that having a heterogeneous TMT can provide the firm with a significant competitive advantage (Bunderson, 2003).”