The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

By Murray R. Barrick, Bret Bradley, Amy Kristof‐Brown, Amy E. Colbert. 2007

367 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3415c47be0e800e39ceef016df59da4c6e8cf231

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

An empirical study of transformational leadership, team performance and service quality in retail banks (2011, background): “The first dimension is team cohesion, which refers to an affective, psychological state that reflects the shared commitment, attraction and team pride that emerges from the experiences and interactions among team members [48].”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, methodology): “Second, we respond to the call for research incorporating micro-level processes to explicate the effects of board diversity on organizational performance (Barrick et al., 2007; Dalton & Dalton, 2011; Hambrick, 2007; Hambrick et al., 2008).”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, methodology): “However, although studying TMT processes can provide significant input to refine Upper Echelon Theory (Hambrick, 2005), this body of knowledge has yet to be fully exploited (Barrick et al., 2007; Hambrick, 2005; Lubatkin et al., 2006).”
An exploratory field experiment of the effect of subconscious and conscious goals on employee performance (2009, background): “As Barrick et al. (2007) have stated, a constructive replication is a study that assesses the same relationships among the same constructs examined in a previous study, but varies the operationalization of those constructs. Eden (2002) argued that such replications are critical for advancing theory.”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “For example, does performance data cumulated for three months after a survey (e.g., Mathieu et al., 2006) represent the same thing as data cumulated for six months (e.g., Kirkman & Rosen, 1999) or one year (e.g., Barrick et al., 2007)?”
The influence of language differences on power dynamics in multinational teams (2017, background): “defined through their interdependence (Barrick et al., 2007) and can only fulfill their mandate through synergistic cooperation between many individuals, who draw on manifold power sources (Greer, 2014).”