International handbook of organizational teamwork and cooperative working

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Diversity faultlines, shared objectives, and top management team performance (2011, background): “From this perspective, what would be required to counteract the influence of faultlines is an influence that increases the salience of the categorization as one team and thus distracts from subgroupings in the team (cf. Gaertner et al., 1993; van Knippenberg, 2003).”
The paradox of intragroup conflict: a meta-analysis. (2012, result): “This is line with both meta-analytic theory (Hunter & Schmidt, 2004) and conflict theory (eg, De Dreu, 2008; De Dreu & Weingart, 2003a; Jehn & Bendersky, 2003), which both suggest that the heterogeneity in research findings demands a contingency approach to better understand the effects of intragrou”
Unity Through Diversity: Value-in-Diversity Beliefs, Work Group Diversity, and Group Identification (2007, background): “van Knippenberg & Hogg, 2003), intergroup relations (Kramer, 1991; D.”
Promoting Work Motivation in Organizations: Should Employee Involvement in Organizational Leadership Become a New Tool in the Organizational Psychologist’s Kit? (2010, methodology): “With respect to knowledge exchange, for example, several studies on group task reflexivity (West & Hirst, 2003; Widmer, Schippers, & West, 2009) and shared mental models in teams (Paris, Salas, & Canon-Bowers, 2000) support our corresponding proposition.”