The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography

By S. K. Horwitz, I. Horwitz. 2007

1,512 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/724f8fb8b3c10de57655916d2e20f41405bd5acb

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Citations in the corpus

Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction (2012, background): “…and experimenting with the ideas of those with different perspectives) by providing team members with a wide range of ideas, perspectives, knowledge, and values (Harrison, Price, Gavin, & Florey, 2002; Horwitz & Horwitz, 2007; Jehn et al., 1999; Joshi & Roh, 2009; van Knippenberg et al., 2004).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “Clearly, the list of environmental variables that might influence the relationship between team composition and effectiveness is extensive (see Horwitz & Horwitz, 2007; Mannix & Neale, 2005).”
When Interteam Conflict Spirals into Intrateam Power Struggles: The Pivotal Role of Team Power Structures (2017, background): “The effect size (h2 5 .12) is considered normal in this type of research (cf. Bell, 2007; Horwitz & Horwitz, 2007; Joshi & Roh, 2009).8 When decomposing this interaction, we found that there were significantly more intrateam power struggleswhenhierarchical teamshad an interteam resource conflict…”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, background): “Such diversity may lead to mutual learning outcomes, improved creativity, and more innovativeness, which will benefit the firm (Chandler & Lyon, 2001; Horwitz & Horwitz, 2007; Maznevski, 1994).”
Working While Liberal/Conservative: A Review of Political Ideology in Organizations (2020, background): “…on demographic or surface-level diversity (i.e., gender, race) to more deep-level characteristics (i.e., values, personal identities) that cannot be immediately discerned (Harrison, Price, & Bell, 1998; Horwitz & Horwitz, 2007; Joshi & Roh, 2009; Nkomo, Bell, Roberts, Joshi, & Thatcher, 2019).”
Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: a meta-analytic integration (2012, positive): “…Lau & Murnighan, 1998; Lawrence, 1997; van Knippenberg, De Dreu, & Homan, 2004), and various meta-analyses (e.g., Bell, 2007; Bowers, Pharmer, & Salas, 2000; Horwitz & Horwitz, 2007; Joshi & Roth, 2009; Webber & Donahue, 2001; Wood, 1987), the relational approach has received far less attention.”
Trust Development in Swift Starting Action Teams (2012, background): “…have found little or no relationship between surface-level diversity in teams and various outcomes, such as social integration and performance (e.g., Horwitz & Horwitz, 2007; Webber & Donahue, 2001), making the relationship between surface-level diversity in a team and performance less than clear.”
Gender and Tenure Diversity in GitHub Teams (2015, background): “Meta-analyses have tried to rationalize these contradictions by examining how effects are mediated by context ( e.g. , group type, group size, or task complexity [31,54]), research design, or sample characteristics [54].”
Collective Dynamics of Citizenship Behaviour: What Group Characteristics Promote Group-Level Helping? (2009, neutral): “Nevertheless, empirical studies of the relationship between group diversity and group-level helping are rare, perhaps because existing studies have principally focused on the effect of diversity on team performance and social integration measures such as conflict, cohesion, and satisfaction (Horwitz”