Functional Background Identity, Diversity, and Individual Performance in Cross-Functional Teams

By Amy E. Randel, Kimberly S. Jaussi. 2003

224 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/67cf868586f0b42de99abc6c06139d74b82e9326

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Citations in the corpus

Us and Me: Team Identification and Individual Differentiation as Complementary Drivers of Team Members' Citizenship and Creative Behaviors (2008, methodology): “…individuals from being effective team members, as strong feelings of individuality would be associated with self-serving behavior directed at advancing the individual alone rather than benefiting the team (e.g., Brickson, 2000; Dutton et al., 1994; Randel & Jaussi, 2003; Van Knippenberg, 2000).”
Knowledge capability, strategic change, and firm performance: The moderating role of the environment (2007, background): “The variety of knowledge, reflected in a diversity of functional backgrounds in the TMT, is expected to influence the creation of capabilities since it is job related and reflects an individual's social and personal identity and is expected to influence team outcomes ( Randel and Jaussi, 2003”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, background): “These attributes vary in how relevant they are to the tasks performed by a group and in how much impact they may have on taskrelated employee behavior (Randel and Jaussi 2003).”
Early Teams: The Impact of Team Demography on VC Financing and Going Public (2007, background): “…general argument made for the positive impact of functional heterogeneity on firm performance is that having diversity in functional backgrounds ensures that the TMT has the full range of skills and abilities needed to manage the organization (e.g., Keck, 1997; Randel and Jaussi, 2003).”
A Study of Exchange and Emotions in Team Member Relationships (2008, result): “Both of these variables have been regarded as independent or control variables in previous team research (e.g., Choi, Price, & Vinokur, 2003; Randel & Jaussi, 2003; Van Der Vegt, Van De Vilert, & Oosterhof, 2003), and therefore may affect TMX.”
The Role of Openness to Cognitive Diversity and Group Processes in Knowledge Creation (2009, background): “…structural holes or gaps in the flow of knowledge between disconnected functional areas, which provides access greater knowledge resources (Burt, 2004) and facilitates the integration of previously disconnected knowledge (De Dreu & West, 2001; Randel & Jaussi, 2003; Vissers & Dankbaar, 2002).”
Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “Companies increasingly use cross-functional and cross-cultural teams tomaster the dual demands of creativity and operational efficiency (Randel and Jaussi, 2003; Zhang et al., 2007).”
I Am, I Think I Can, and I Do: The Role of Personal Identity, Self-Efficacy, and Cross-Application of Experiences in Creativity at Work (2007, methodology): “Brickson ( 2000 ) and Randel and Jaussi ( 2003 ) identified the utility of considering identity as either social (derived from a comparison to another group) or personal (a self-focused construct reflecting the level of importance placed on an aspect of self-definition).”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, methodology): “We also used several control variables that may affect team dynamics and outcomes: team size (Pearce & Sims, 2002), gender diversity (Richard, 2000), and functional diversity (Randel & Jaussi, 2003).”