Communication Networks in Task-Performing Groups
By Thomas M. Brown, Charles E. Miller. 2000
130 citations recorded by the source corpus.
Subfields: Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/8b83e52807677c2f8fee87713013736d6d83ffc7
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Social Psychology
- David P. Brandon
- N. Kerr
- Andrea B. Hollingshead
- K. Badura
- Yunhyung Chung
- Daniel A. Newman
- Robin Tindale
- Naim Kapucu
In Sociology and Political Science
- David P. Brandon
- K. Badura
- Yunhyung Chung
- Daniel A. Newman
- Robin Tindale
- Gahyun Jeon
- Naim Kapucu
- S. Jackson
Citations in the corpus
- The Internal and External Networks of Knowledge-Intensive Teams (2013, background): “Because routine tasks generally involve activities that are predetermined and predictable, they generally are less knowledge- and information-intensive (Brown & Miller, 2000) and they require less coordination (Van de Ven, Delbecq, & Koenig, 1976).”
- Interagency Communication Networks During Emergencies (2006, methodology): “The research uses a theoretical framework primarily drawn from the emergency communication and coordination literature (Brown & Miller, 2000; Comfort, 1999; Dynes & Quarantelli, 1977; Kettl, 2004; Knuth, 1999; Quarantelli, 1997) and from social capital theory (Agranoff & McGuire, 1998; Axelrod &…”
- Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People (2004, background): “Centrality in the group communication network may reflect group or organizational structure, possession of task-relevant knowledge, or nontask factors such as social status (e.g., Brown and Miller 2000, Kameda et al. 1997).”
- Gender and leadership emergence: A meta‐analysis and explanatory model (2018, background): “Likewise, in a study examining the emergence of communication networks, dominance (a classic agentic trait; Wiggins, 1991) was associated with a greater amount of participation, including both sending and receiving more messages (Brown & Miller, 2000; see Schmid-Mast, 2002).”
- Group performance and decision making. (2004, background): “Within certain limits, groups seem able to adapt to higher levels of stress (Brown & Miller 2000, Hollenbeck et al. 1997, Volpe et al. 1996); however, if such stress grows sufficiently high, group performance will eventually be degraded (Adelman et al. 2003, Entin & Serfaty 1999, Urban et al. 1996).”