Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning

By David A. Harrison, Kenneth H. Price, Joanne Gavin, A. Florey. 2002

1,618 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8702765f834dac7dcc64264fc847bb446b187e7c

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Citations in the corpus

Is What You See, What You Get? (2008, background): “In exploring the relationship between heterogeneity and team outcomes, we focus on two general categories: surface-level and deep-level heterogeneity characteristics (Harrison et al., 2002; Harrison, Price, & Bell, 1998; Jackson, May, & Whitney, 1995).”
Fitting In: The Effects of Relational Demography and Person-Culture Fit on Group Process and Performance (2007, background): “For example, several studies show that the initial negative effects of demographic heterogeneity may be attenuated after time as people learn about their similarity in underlying values (Chatman & Flynn, 2001; Harrison et al., 2002; Martins et al., 2003).”
Demographic diversity for building an effective entrepreneurial team: is it important? (2005, background): “Differences in personality traits and thinking styles can also create diversity of cognitive attributes within a team (Harrison et al., 2002; Neuman et al., 1999; Triandis, 1995).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…extensively studied and argued that the effects of diversity may be different for different dimensions of diversity (e.g., surface- vs. deep-level; Harrison et al., 2002; Srikanth et al., in press) or types of diversity (e.g., gender, age; Bell et al., 2011) with inconclusive results (van Dijk et…”
Social Category Salience Moderates the Effect of Diversity Faultlines on Information Elaboration (2011, background): “…stated for selecting these categories were either left unstated (van Dick et al., 2008), included because they “have a fairly long history of study” (Harrison et al., 2002, p. 1031), mentioned in pilot interviews with students from the sampled population (Harrison et al., 2002), or “salient to…”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “The ‘‘black box’’ problem has also been raised as a significant limitation in prior work on organizational demography and workplace diversity (Harrison et al. 1998, 2002).”
Transformational leadership and innovation in an R&D organization experiencing major change (2013, background): “Also, prior research suggests that time is critical to team dynamics (Arrow et al., 2004; Harrison et al., 2002).”
What's the difference? Diversity constructs as separation, variety, or disparity in organizations. (2007, background): “Another approach sometimes used to operationalize diversity is to ask individuals how they perceive the diversity variable to be arrayed within their unit (Dooley, Fryxell, & Judge, 2000; Harrison et al., 1998; Harrison et al., 2002; Jehn et al., 1999; Miller, Burke, & Glick, 1998; Turban & Jones, 1”