Racial Diversity, Age Diversity, Interdependence, and Team Performance

By Thomas A. Timmerman. 2000

281 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Gender Studies

View Paper: https://www.semanticscholar.org/paper/884ee203d27ad67f898acef22e322c36343c4d9b

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Citations in the corpus

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, unknown): “…Rosen, 2001; Leonard, Levine, & Joshi, 2004; Li & Hambrick, 2005; Mohammad & Angell, 2003, 2004; Pelled et al., 1999; Simons, Pelled, & Smith, 1999; Timmerman, 2000; Townsend & Scott, 2001; Watson et al., 1998) have all been shown to be detrimental to processes (e.g., relationship conflict),…”
Multicultural student group work in higher education: An explorative case study on challenges as perceived by students (2012, background): “On the other hand, it might cause some problems related to differences in study strategies, priorities, social capital, cultural capital, financial background and other factors (Pearce & Ravlin, 1987; Timmerman, 2000).”
Age-Based Faultlines and Perceived Productive Energy: The Moderation of Transformational Leadership (2010, background): “…surprisingly little discussion about the role of leadership in relation to diversity, particularly because several authors have proposed leadership as a promising factor that could moderate diversity positively through higher motivation (Timmerman, 2000; van Knippenberg, De Dreu, & Homan, 2004).”
Ethnic and Gender Diversity in Boards of Directors and Their Relevance to Financial Performance of Malaysian Companies (2009, background): “Timmermen, T. (2000). Racial diversity, age diversity, interdependence and team performance. Small Group Research, 31, 592-606. Vafeas, N. (1999). Board meeting frequency and firm performance.”
The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “between team diversity and team performance by influencing team member interaction and coordination (Saavedra, Earley, & Van Dyne, 1993; Shea & Guzzo, 1987; Timmerman, 2000; Wong & Campion, 1991).”
Diversity in social context: a multi-attribute, multilevel analysis of team diversity and sales performance (2004, background): “In a study of sports teams, Timmerman (2000) found that age diversity was unrelated to performance when the task required little interdependence (baseball) and negatively related to performance when the task required more interdependence (basketball).”
A personality trait-based interactionist model of job performance. (2003, background): “, Franz, 1998; van der Vegt, Emans, & van de Vliert, 1998) and the need for heterogeneity (Bowers et al., 2000; Timmerman, 2000).”
The Impact of Demographic Heterogeneity and Team Leader-Team Member Demographic Fit on Team Empowerment and Effectiveness (2004, background): “Second, our finding that race heterogeneity had negative effects on team outcomes supports previous research that found negative effects for race diversity on turnover and overall performance (Baugh & Graen, 1997; Jehn et al., 1999; Li et al., 1999; Pelled et al., 1999; Timmerman, 2000; Watson, John”
Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups (2010, methodology): “Other studies used more objective performance indicators, such as sales performance figures (Ely, 2004; Jackson & Joshi, 2002), workgroup composite bonus (Jehn & Bezrukova, 2004), quality of customer service (Kirkman & Shapiro, 2001), or the winning percentage of teams in a sports context (Timmerman”
Age Diversity, Age Discrimination Climate and Performance Consequences - a Cross Organizational Study (2011, unknown): “…& Mehra, 2000), while others have found either no significant effects (e.g., Bunderson & Sutcliffe, 2002; Simons, Pelled, & Smith, 1999) or negative effects (e.g., Ely, 2004; Leonard, Levine, & Joshi, 2004; Timmerman, 2000; West, Patterson, Dawson, & Nickel, 1999; Zenger & Lawrence, 1989).”
Board of Director Diversity and Firm Financial Performance (2003, unknown): “…and examples of non-observable 4 diversity are knowledge, education, values, perception, affection, and personality characteristics (Maznevski, 1994; Milliken & Martins, 1996; Pelled, 1996; Boeker, 1997; Watson et al., 1998; Kilduff, Angelmar, & Mehra, 2000; Petersen, 2000; Timmerman, 2000).”
The Moderating Effect of Diversity Strategy on the Relationship Between Racial Diversity and Organizational Performance (2009, background): “Further, although group diversity can be associated with performance gains in some cases, it has also been shown to influence performance negatively in others (Timmerman, 2000) and also to have a deleterious impact on communication patterns (Knoppers, Meyer, Ewing, & Forrest, 1993) and commitment to”