What Differences Make a Difference?

By Elizabeth A. Mannix, Margaret A. Neale. Psychological Science in the Public Interest, 2005

993 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/34e05cfdd1143ba3a1a13e45efc0e92b3c00a96b

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Citations in the corpus

When and how do differences matter? An exploration of perceived similarity in teams (2008, background): “…each of them, by examining teams in an organizational context when most information processing research has been conducted in a laboratory, and by focusing on psychological and process measures that have not commonly been included in the social categorization research (Mannix & Neale, 2005).”
Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: a meta-analytic integration (2012, neutral): “…bulk of empirical studies and qualitative reviews (for qualitative reviews see e.g., Jackson, Joshi, & Erhardt, 2003; Jackson, May, & Whitney, 1995; Mannix & Neale, 2005; Milliken & Martins, 1996; van Knippenberg & Schippers, 2007; Williams & O'Reilly, 1998), a couple of conceptual papers (e.g.,…”
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. (2009, background): “…develops a high-quality relationship with a follower, he or she confers high status to that employee (Liden, Erdogan, Wayne, & Sparrowe, 2006; Mannix & Neale, 2005; Scandura, 1999); thus, the LMX relationships that a leader develops with group members create a hierarchy within the group that…”
Social influence, creativity and innovation (2008, background): “Although Mannix and Neale (2005) conclude that diversity on underlying dimensions (e.g., education, personality, and functional background) can have positive effects on creativity and productivity if group processes are controlled, Van Knippenberg and Schippers (2007) find little evidence in…”
How are we creative together? Comparing sociocognitive and sociocultural answers (2011, background): “Despite these shortcomings, from an informationprocessing perspective, Mannix and Neale (2005) conclude that especially unobservable differences (often associated with a diversity of knowledge, skills and expertise) can only enhance creativity when group processes are carefully controlled.”
Innovation in Services: Corporate Culture and Investment Banking (2007, background): “While this many-touch approach serves to protect the firm’s franchise when employees depart, its contribution to innovation is less widely recognized (despite considerable evidence for the value of bringing together diverse teams to stimulate innovation).(19)”
The increasing role of metacognitive skills in math: a cross-sectional study from a developmental perspective (2010, background): “…of some studies is restricted to the relation between intellectual ability and metacognitive skillfulness, thereby excluding the relation of both predictors with learning performance (Alexander et al., 1995; Berger & Reid, 1989; Span & OvertoomCorsmit, 1986; Shore & Dover, 1987; Stankov, 2000).”
Stereotype Threat in Organizations: Implications for Equity and Performance (2015, background): “Yet,when organizations endorse this approach, majority-group members can feel excluded if they see their group left out of celebrations and events that value diversity (Brief et al. 2005, Kalev et al. 2006, Mannix & Neale 2006, Thomas 2008).”
Games Managers Play: Play as a Form of Leadership Development (2011, background): “Team diversity many times may also not benefit group learning, knowledge sharing, and creativity (e.g., Mannix & Neale, 2005).”