Are Dyads Really Groups?

By R. Moreland. 2010

226 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1ec1a7f6d5a45f9a716f62acdc1290d7a8a422ab

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Citations in the corpus

Regulation During Cooperative and Collaborative Learning: A Theory-Based Review of Terms and Concepts (2015, background): “Although there is some discussion whether dyads can be seen as a group (e.g., Moreland, 2010; Williams, 2010), we include in this article both dyads and small groups within cooperative and collaborative learning (cf. Dillenbourg, 1999; Iiskala, Vauras, Lehtinen, & Salonen, 2011; Volet, Summers, et…”
Perceived Diversity and Team Functioning (2013, background): “Two 2-person teams were excluded from the analyses because dyads may be qualitatively different from larger groups (Moreland, 2010).”
How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, background): “It would be interesting to analyze how larger teams react to an underperforming member (e.g., coalition building, Moreland, 2010) and if one member's low performance potentially represents an internal threat to the team.”
When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams (2016, background): “…form and dissolve more quickly than groups; (b) people feel stronger and often different emotions in dyads than in groups; (c) in dyads employees only need to reflect on how they themselves are treated, while in the team context all members could be a potential target of abuse (see Moreland, 2010).”
Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance (2012, background): “, Chowdhury, 2005; Foo, Wong, & Ong, 2005), because dyads constitute an interpersonal rather than a group context (Moreland, 2010).”
Contagious leaders and followers: Exploring multi-stage mood contagion in a leader activation and member propagation (LAMP) model (2013, background): “Mood may propagate exponentially during this stage (versus Stage 1) because of the increased exposure to affective events (Weiss & Cropanzano, 1996) and the secondary and tertiary sharing of moods (Hareli & Rafaeli, 2008), which differentiates group-level from dyadic-level mood contagion (Moreland, ”
Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness (2012, background): “We are aware that the status of dyads as teams has been debated in recent literature (Moreland, 2010; Williams, 2010), with some in favor of and some opposed to the classification of dyads as teams.”