Work team diversity.

By S. Jackson, Aparna Joshi. 2011

166 citations recorded by the source corpus.

Subfields: Education, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8b528b408d08e5f2925195d8a471c220ebcb73b5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

1. Wendy P. van Ginkel
2. David A. Thomas
3. D. van Knippenberg
4. R. Ely
5. H. Barkema
6. Sunny Li Sun
7. I. Hoever

In Gender Studies

1. D. van Knippenberg
2. Eric Kearney
3. Astrid C. Homan
4. Wendy P. van Ginkel
5. L. Shore
6. Meir Shemla
7. Julija N. Mell
8. Beth G. Chung

In Organizational Behavior and Human Resource Management

1. D. van Knippenberg
2. Astrid C. Homan
3. Wendy P. van Ginkel
4. Eric Kearney
5. Meir Shemla
6. L. Shore
7. Julija N. Mell
8. Beth G. Chung

Citations in the corpus

• Diversity mindsets and the performance of diverse teams (2013, background): “Diversity poses complex challenges, however, because it can have positive as well as negative effects on team performance (Jackson & Joshi, 2011; Williams & O’Reilly, 1998).”
• Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance (2012, background): “We focus on this aspect of the team’s learning environment because these are the behaviors associated with a team’s ability to extract value from diversity (for review, see Jackson & Joshi, 2011).”
• Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “On the other hand, demographic changes in the workforce, employee mobility, and growing specialization are rendering societies and organizations more and more heterogeneous (Jackson & Joshi, 2011; Mor Barak & Travis, 2013).”
• Being part of diversity: The effects of an all-inclusive multicultural diversity approach on majority members’ perceived inclusion and support for organizational diversity efforts (2015, background): “As cultural diversity can have a profound impact on employee well-being and organizational performance, successful diversity management is essential (Jackson & Joshi, 2011; van Knippenberg & Schippers, 2007).”
• Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership (2019, background): “As diversity is often conceived as a “double-edged sword” (Jackson & Joshi, 2011, p. 651), different types of diversity can be beneficial (Paulus, 2008) or detrimental (Martinez, Zouaghi, & Marco, 2017) to team creative performance.”
• Fostering team creativity: perspective taking as key to unlocking diversity's potential. (2010, background): “Similarly, a recent review has concluded that for creative tasks, the effects of job-related diversity are mixed (Jackson & Joshi, 2011).”
• Perceived Diversity and Team Functioning (2013, background): “At this stage, research findings regarding the outcomes of diversity in the workplace are inconclusive (e.g., Jackson & Joshi, 2011; van Knippenberg & Schippers, 2007; Williams & O’Reilly, 1998). van Knippenberg, De Dreu, and Homan (2004) tried to integrate the social categorization and…”
• Inclusion and Diversity in Work Groups: A Review and Model for Future Research (2011, background): “This body of research has generated many meaningful and informative theories and empirical studies, and continues to do so (Jackson & Joshi, 2011).”
• Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, unknown): “Research indicates that the diversity of characteristics, such as functional background and education, is beneficial for team performance (Jackson & Joshi, 2011), including a meta-analytic review revealing that functional diversity has the strongest positive effect on team performance (Joshi & Roh,…”