7. A contingent configuration approach to understanding the role of personality in organizational groups

By L. Moynihan, Randall S. Peterson. 2001

117 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2c88cba2470e828cb8d759571875279c8fbccdaf

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Citations in the corpus

The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study (2003, background): “Task conflict may therefore be exogenous to the models investigated here—so for example, it is possible that task conflict is a product of something not in our model, such as group composition (e.g., member personality, demographics , etc.) (i.e., Moynihan & Peterson, 2001; Pelled, 1996).”
The Bright and Dark Sides of Personality: Implications for Personnel Selection in Individual and Team Contexts (2007, methodology): “Although Moynihan and Peterson (2001) used ‘the universal approach’ as a descriptive label for this type of effect, we use an alternative label in recognition that there are dark sides to traits that many scholars assume are universally more socially desirable.”
Someone to Look Up To (2013, background): “Sometimes a better outcome is achieved when they differ (Dryer & Horowitz, 1997; Moynihan & Peterson, 2001).”
The impact of chief executive officer personality on top management team dynamics:one mechanism by which leadership affects organizational performance. (2003, background): “More generally, questions of how team member personalities interact to determine team effectiveness is a relatively understudied area (Barrick et al., 1998; Moynihan & Peterson, 2001).”
Differentiation in leader-member exchange: A hierarchical linear modeling approach (2010, methodology): “Similar to aggregating personality variables to a higher level in teams, the best method of aggregation depends on the nature of the construct and the task (Moynihan & Peterson, 2001).”
AN EXPLORATION OF MEMBER ROLES AS A MULTILEVEL LINKING MECHANISM FOR INDIVIDUAL TRAITS AND TEAM OUTCOMES (2005, unknown): “For example, it has been predicted that highly task-oriented individuals become frustrated and develop conflict with teammates who are low on task orientation (Moynihan & Peterson, 2001).”
Cooperation, competition and team performance: Toward a contingency approach (2002, background): “In a recent review of empirical research on this issue, Moynihan and Peterson (2001) concluded that the best method of aggregating dispositional scores depends upon the nature of the task, particularly the degree of task interdependence.”
How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups (2006, background): “We suspect, in short, that many of the process theories need to explicate the negative individual behaviors that cause poor group performance'' (Moynihan & Peterson, 2001, p. 340).”
The relationship between expatriates' personality traits and their adjustment to international assignments (2005, background): “Researches on group effectiveness have found evidence for a contingency hypothesis of matching group members' personalities with group culture (Moynihan and Peterson, 2001 ).”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “Although there have been periods of excitement regarding the impact of personality on team performance (Moynihan & Peterson, 2001), the empirical results are much more modest.”
Personality Heterogeneity in Teams (2003, background): “More recently, Moynihan and Peterson (2001) describe three theoretical approaches to explain the nature of member personality effects on team performance.”
Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups (2008, unknown): “There is ample research indicating that the theoretically appropriate operationalization of personality variables depends on the team task (e.g., Barrick et al., 1998; LePine, 2003; Moynihan & Peterson, 2001).”
HOW DIFFERENT TEAM DOWNSIZING APPROACHES INFLUENCE TEAM-LEVEL ADAPTATION AND PERFORMANCE (2008, methodology): “Our choice to use the team’s mean is consistent with research indicating that the appropriate measurement technique for configural unit properties such as personality depends on a team’s task (e.g., Barrick et al., 1998; Barry & Stewart, 1997; LePine, Hollenbeck, Ilgen, & Hedlund, 1997; Moynihan & ”