TEAM‐BASED EMPLOYEE INVOLVEMENT PROGRAMS: EFFECTS OF DESIGN AND ADMINISTRATION

By Richard J. Magjuka, Timothy T. Baldwin. 2006

124 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/37d00a69ee1c14cd5845dd5daa3bfcf336b2b9a4

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Predicting order and timing of new product moves: the role of top management in corporate entrepreneurship (2005, background): “The group dynamics literature contains several studies that found a positive relationship between group size and group performance (e.g., Campion et al., 1993; Magjuka and Baldwin, 1991).”
Gender Diversity in the Boardroom and Firm Performance: What Exactly Constitutes a “Critical Mass?” (2012, unknown): “As one of the most wide spread diversity measures for categorical variables (e.g., Bear et al. 2010; Webber and Donahue 2001; Hambrick et al. 1996; Magjuka and Baldwin 1991), we used the socalled Blau index of diversity.”
The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “…large teams can generate more outputs because additional members add resources and skills to teams, additional members can also complicate the amount of possible, simple interactions, thereby decreasing satisfaction and trust among members (Gully, Devine, & Whitney, 1995; Magjuka & Baldwin, 1991).”
Motivating employees for environmental improvement (2004, background): “Such programs are particularly popular in manufacturing organizations, where manufacturing strategies, competitive pressures, and advanced technology require shop-floor employees to take more responsibility (Magjuka and Baldwin, 1991).”
The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography (2007, unknown): “…although large teams can generate more outputs as additional members add resources and skills to teams, additional members also complicate the amount and nature of interaction and coordination, thereby decreasing satisfaction and cohesion among members (Gully et al., 1995; Magjuka & Baldwin, 1991).”
Employee commitment and organizational policies (2005, background): “Hierarchical, or more mechanistic structures embody certain values such as authority, rigidly defined roles and risk-avoidance (Oldham and Hackman, 1981), whereas team-based, or more organic structures embody values such as cooperation, flexibility, responsibility and innovation (Magjuka and Baldwin”