Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups

By Astrid C. Homan, J. Hollenbeck, Stephen E. Humphrey, D. van Knippenberg, Daniel R. Ilgen, G. V. Kleef. 2008

164 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/80b98734e637a687af9ebd65cf5cc3c20a4243db

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Citations in the corpus

Searing sentiment or cold calculation? the effects of leader emotional displays on team performance depend on follower epistemic motivation (2009, unknown): “Because authors have argued that it is important to control for such dispersion effects when using mean scores of personality (Klein & Kozlowksi, 2000), we included the standard deviation of epistemic motivation as a control variable in our analyses (see also Homan et al., 2008).”
Considering diversity: The positive effects of considerate leadership in diverse teams (2013, unknown): “This implies that to the degree that the team members perceive their team in terms of subgroups, they are more likely to experience conflicts, distrust, and deteriorated relationships (Homan et al., 2008; Lau & Murnighan, 1998).”
Fostering team creativity: perspective taking as key to unlocking diversity's potential. (2010, background): “…findings on elaboration as a mediator of diversity’s effect on decision making (van Ginkel & van Knippenberg, 2008, 2009) and performance in teams (Homan et al., 2008; Homan, van Knippenberg, van Kleef, & De Dreu, 2007; Kearney et al., 2009), including research and development teams (Kearney &…”
WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009, methodology): “5 In a sample of 31 three-person student teams at a German university, we found a correlation of .83 (p .01) between this scale and an adapted version (using the word “team” instead of “group” and the present tense) of the scale used by Homan et al. (2008). scale was .86.”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, unknown): “…by research showing that when teammembers have a stronger intrinsic interest in dissimilar perspectives – for instance, because of trait openness to experience or because they believe in the value of diversity – they respond more favorably to salient categorizations (Homan et al., 2007a, 2008).”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “…demographic differences, this is likely to bias perceptions of members from the other faction, leading to “we-they” distinctions, in-group favoritism, and inter-subgroup prejudice between factions (Homan, Hollenbeck, Humphrey, Van Knippenberg et al. 2008; Jehn, Northcraft, & Neale, 1999).”