Making the Team: A Guide for Managers

By Leigh Thompson. 2003

275 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/904c18c196b4f47b5b35dacd7392c11e2077b435

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Citations in the corpus

How are we creative together? Comparing sociocognitive and sociocultural answers (2011, background): “…was in need of explanation and the literature abounds in this regard: social loafing, conformity, production blocking, and downward norm setting (Thompson, 2004, p. 187); topic fixation and social inhibition (Sawyer, 2007); social comparison processes leading to convergence (Larey and Paulus,…”
Team viability for long-term and ongoing organizational teams (2011, background): “Survey results of managers and executives suggest that on average teams remain together for 1 to 2 years (Thompson, 2004).”
Leadership and Ethics in Work Groups (2002, background): “Group polarization describes the tendency for group interaction to intensify beliefs, feelings, and opinions held by members at the outset of group activity (Thompson, 2000) or the tendency for groups to adopt more extreme positions than those held by individual members (Johnson & Johnson, 1997; Mye”
Cultural Intelligence in Global Teams (2006, background): “We acknowledge the disadvantages of voting such as having clear winners and losers and the failure of voting to reflect the strength of individual preferences (Thompson, 2004).”
A pleasure working together? The effects of dissimilarity in team member conscientiousness on team temporal processes and individual satisfaction (2009, background): “Organizations increasingly rely on team-based arrangements as a means to gain competitive advantage and improve the experience of work for their employees (Guzzo & Shea, 1992; Thompson, 2004).”
Social and Cognitive Influences in Group Brainstorming: Predicting Production Gains and Losses (2002, background): “Hopefully, this will lead to a practice with groups and teams based on scientific findings, rather than illusions about the effectiveness of groups or teams (Thompson, 2000).”
A field study of group diversity, workgroup context, and performance (2004, background): “As a result, group members in such environments may generate more sales, shorter response times, less error rates, and more customer satisfaction and quality—performance aspects typically associated with bonuses (Lowery et al., 2002; Thompson, 2004).”