Diversity faultlines, shared objectives, and top management team performance

By D. van Knippenberg, J. Dawson, M. West, Astrid C. Homan. 2011

272 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5d206fb6cef4ee4c575d90e89e80a3050479029a

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In Gender Studies

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Citations in the corpus

Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “Studies in this area have defined knowledge-based faultlines as the alignment of team members along multiple experience-related characteristics (e.g., Carton & Cummings, 2012; van Knippenberg et al., 2011).”
Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, background): “TMT Information Processing While one study that we know of examines TMT informational diversity (Mihalache, Jansen, Van den Bosch, & Volberda, 2012), research on TMT information processing usually combines the study of information exchange within TMTs with demographic factors (e.g., faultlines) and/”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “…faultline setting, feelings of mistrust and animosity between factions are more likely to develop (Li & Hambrick, 2005), which are likely to hamper the board’s ability to effectively perform its tasks as a uniﬁed group (Carton & Cummings, 2012; Li & Hambrick, 2005; Van Knippenberg et al., 2010).”
Team Faultline Measures (2013, methodology): “Multiple Linear Regressions: Van Knippenberg et al. (2011).”
Group Faultlines (2012, background): “Recently, extending Shaw’s (2004) measure of faultlines, van Knippenberg et al. (2011) propose a multiplicative measure of faultlines based on relative variance explained for an attribute by the remaining attributes.”
Getting Everyone on Board (2015, background): “Hence, individuals on top teams recognize their influence on the company and are likely to be very sensitive to social-comparison information (Festinger, 1954), which can influence their reactions by affecting their self-concept and perceptions of fairness (e.g., Buunk, Collins, Taylor, VanYperen, &”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “Email: jacques@mail.nctu.edu.tw Teamwork forms a crucial element of work processes (Mathieu et al., 2008; Mitchell et al., 2011; Nielsen and Daniels, 2012; Van Knippenberg et al., 2011).”