Deep-level composition variables as predictors of team performance: a meta-analysis.

By Suzanne T. Bell. Journal of Applied Psychology, 2007

1,161 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2036b2cf2d7904a2be363ee434d8a4af0afa2d91

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Citations in the corpus

Workplace team resilience: A systematic review and conceptual development (2020, background): “Team configuration is an important consideration for optimal team functioning, given that team members’ personality, knowledge, and skills enable effective team processes and affect team performance outcomes (Bell, 2007).”
Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups (2008, positive): “Team personality composition has important main effects on team outcomes (Barrick, Stewart, Neubert, & Mount, 1998; Bell, 2007; Kichuk & Wiesner, 1997).”
Personality in sport: a comprehensive review (2013, background): “The second, a meta-analysis of 22 39 independent samples and 1439 2243 teams, found that average team levels of agreeableness (r .12), conscientiousness (r .11) and extraversion (r .11) were positively associated with team performance (Bell, 2007).”
Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis (2011, background): “, personality variables, values) and team performance at the specific variable level (Bell, 2007).”
Translating Team Creativity to Innovation Implementation (2013, methodology): “The literature differentiates surface-level composition variables, which are overt demographic characteristics that can be reasonably estimated after brief exposure, such as age or education level, from deep-level composition variables, which are underlying psychological characteristics such as pers”
Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, background): “Teamwork, or being able to work effectively as a team (Bell 2007), has been identified as a key skill for employees in the 21st century (Binkley”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “been conducted on structure and composition, with numerous quantitative and qualitative reviews published on the topic (Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011; Ilgen et al., 2005; Kozlowski & Ilgen, 2006; Mathieu et al., 2008; Morgeson & Humphrey, 2008; Stewart, 2006).”
Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: a meta-analytic integration (2012, positive): “…2000; Harrison & Klein, 2007; Lau & Murnighan, 1998; Lawrence, 1997; van Knippenberg, De Dreu, & Homan, 2004), and various meta-analyses (e.g., Bell, 2007; Bowers, Pharmer, & Salas, 2000; Horwitz & Horwitz, 2007; Joshi & Roth, 2009; Webber & Donahue, 2001; Wood, 1987), the relational approach…”
Advancing the Science of Collaborative Problem Solving (2018, background): “Specifically, variability in agreeableness and neuroticism among group members has a negative impact on performance (Mohammed & Angell, 2003), whereas higher average agreeableness in a team can positively affect performance outcomes (Barrick, Stewart, Neubert, & Mount, 1998; S. T. Bell, 2007).”
Human–Autonomy Teaming: A Review and Analysis of the Empirical Literature (2020, background): “This research can consider homogeneity, heterogeneity, and other types of configurations (compare Bell, 2007).”
Team viability for long-term and ongoing organizational teams (2011, background): “…De Meuse, & Futrell, 1990), research and meta-analyses primarily focused on the outcomes of team performance and team satisfaction (e.g., Beal, Cohen, Burke, & McLendon, 2003; Bell, 2007; DeChurch & Mesmer-Magnus, 2010; De Dreu & Weingart, 2003; LePine et al., 2008; cf. Balkundi & Harrison, 2006).”
Team Member Change, Flux in Coordination, and Performance: Effects of Strategic Core Roles, Information Transfer, and Cognitive Ability (2012, background): “Ample evidence supports an effect of team member characteristics on teamwork (Bell, 2007; Stewart, 2006).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011; Horwitz & Horwitz, 2007; Joshi & Roh, 2009; van Dijk, van Engen, & van Knippenberg, 2012).”
Advancing Multilevel Research Design (2013, background): “Meta-analyses indicate preferences for collaborative work is an important dispositional predictor of team performance (S. T. Bell, 2007).”
Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA (2020, background): “2 Using the lowest scoringmember (i.e., theminimum) is another team composition approach that researchers sometimes employ (e.g., Bell, 2007).”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, background): “For instance, individualism-collectivism, or the degree to which individuals view themselves as unique individuals or as a part of a collective, is arguably the most researched cultural value in the teams literature because of its implications for whether members will engage in teamwork processes (B”