Joint Impact of Interdependence and Group Diversity on Innovation

By Gerben van der Vegt, Onne Janssen. 2003

579 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3db389f43eabd0af9e2d7f603d94b0d92e0fc571

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Citations in the corpus

When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. (2007, background): “The positive effects of shared vision and common goals on team processes and output have been supported (Campion et al., 1993; Van der Vegt & Janssen, 2003).”
Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study (2014, methodology): “Reflection on daily activities was measured using the reflection scale of Van Woerkom (2003). The 4-item scale measures the extent to which teachers contemplate their current level of performance relative to goals, past performance, and peers’ performance.”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, unknown): “Our paper responds to recent calls asking researchers to examine how aspects of team context may interact with team diversity to shape team outcomes (e.g., Van der Vegt & Janssen, 2003; van Knippenberg & Schippers, 2007).”
Managing diversity and enhancing team outcomes: the promise of transformational leadership. (2009, methodology): “These potential negative effects of heterogeneity can disrupt the elaboration of task-relevant information and thus impede team performance (Van Knippenberg et al., 2004). Figure 1 depicts these posited linkages. We assume that, primarily via these processes, transformational leadership constitutes ”
Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. (2009, methodology): “Instead, it may entail a number of consequences that interfere with innovative endeavors (Milliken & Martins, 1996; Van der Vegt & Janssen, 2003).”
WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009, methodology): “We used five items adapted from Van der Vegt and Janssen (2003) to measure task interdependence.”
Individualism/Collectivism, Perceived Task Interdependence and Teamwork Attitudes among Irish Blue-Collar Employees: a Test of the Main and Moderating Effects? (2004, background): “Some evidence to this effect exists, based on research on innovative behaviors (van der Vegt & Janssen, 2003) and team performance (Stewart & Barrick, 2000).”
Organizational and human resource management and innovation: Which management practices are linked to product and/or process innovation? (2018, result): “As for employee diversity, previous studies such as Van der Vegt and Janssen (2003) suggest that employee diversity is positively associated with innovation performance, since innovation is an interactive process where employees interact in groups and develop, discuss, modify, and realize new ideas.”
Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, unknown): “Tｴｷゲヮ;ヮWヴ W┝;ﾏｷﾐWゲデｴW け┗;ﾉ┌W ｷﾐ Sｷ┗Wヴゲｷデ┞げｴ┞ヮﾗデｴWゲｷゲ (Cox et al., 1991) in innovation, an area still largely underdeveloped in organisational innovation research (Van der Vegt and Janssen, 2003, Talke et al., 2010).”
Careers: Mobility, Embeddedness, and Success (2007, unknown): “Task interdependence is the extent to which coworkers depend on each other to achieve organizational or group goals (Van Der Vegt & Janssen, 2003).”
Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction (2012, methodology): “However, cognitive team diversity has been rarely studied in relation to creativity as an outcome, with a few exceptions (e.g., Van der Vegt & Janssen, 2003).”