The functions and dysfunctions of hierarchy

By Cameron Anderson, Courtney E. Brown. 2010

384 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/787208d5dfe84c0d7503e2a7438c4b771c5c1a6f

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The riddle of heterarchy: : power transitions in cross-functional teams (2014, background): “…the prevailing wisdom is that stable power hierarchies promote more effective groups by providing order that helps facilitate collective decision-making, motivate members, and improve coordination and cooperation (Anderson & Brown, 2010; Halevy, Chou, & Galinsky, 2011; Magee & Galinsky, 2008).”
Who Defers to Whom and Why? Dual Pathways Linking Demographic Differences and Dyadic Deference to Team Effectiveness (2015, background): “The dominant narrative in existing theory and research on deference is that deference is an asymmetric process—those who receive deference are unlikely to give it to others (Bunderson & Barton, 2010).”
Team Receptivity to Newcomers: Five Decades of Evidence and Future Research Themes (2013, background): “Accordingly, high status members generally can exert a great deal of influence on group decisions, whereas lower status members experience conformity pressure and yield to their input (Anderson & Brown, 2010; Van der Vegt, Bunderson, & Oosterhof, 2006).”
When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance (2013, background): “The negative effect of hierarchy on team performance suggested by these field-based studies may be surprising in light of evidence of the many positive effects of hierarchy: in particular, working in a hierarchical setting can be motivating for some individuals, and hierarchy also has been shown to ”
The influence of language differences on power dynamics in multinational teams (2017, background): “The literature also describes professional expertise as an important source of power (e.g. French & Raven, 1959; Anderson & Brown, 2010; Greer, 2014) and a “central theme within social and organizational analysis” (Reed, 1996, p. 573).”
When Interteam Conflict Spirals into Intrateam Power Struggles: The Pivotal Role of Team Power Structures (2017, background): “…teams, rather than coordination, especially in competition-prone situations that stress the inequity of the power structure (for related recent reviews on the importance of context in determining the effects of hierarchy, see Anderson & Brown, 2010;Anderson&Kennedy, 2012;Anderson & Willer, 2014).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “Both the power literature and equity theory (Adams, 1965; Anderson & Brown, 2010) suggest that this may activate team members' feelings of being undervalued and wronged and create a defensive and unsafe team climate (Edmondson, 2003).”
When Hierarchy Wins (2012, background): “Sometimes steeper hierarchies benefit groups and sometimes they harm groups’’ (Anderson & Brown, 2010, p. 55).”