WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION

By Eric Kearney, Diether Gebert, S. Voelpel ‡. 2009

593 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a1eea0d34fb84cf1033952978556f088248b0d2d

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, result): “Following this, we compared the original version and the back-translated version, and did not view cross-cultural construct validity as a problem in our analysis (Kearney et al., 2009).”
Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance (2012, background): “The second condition is when hypotheses revolve around moderator effects that cannot be attributed to external raters’ contact with the team, such as moderation by team personality composition, which is not visible to external raters (e.g., Kearney et al., 2009).”
Perceived Diversity and Team Functioning (2013, methodology): “Diversity beliefs might also be related to personality characteristics, such as tolerance for ambiguity or need for cognition (Kearney et al., 2009). In this article, we use the term diversity beliefs to refer to people’s beliefs about the value of working in diverse teams. It is important to note t”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “…CEM identifies team information elaboration as the key process at stake in the performance effects of faultlines, and future research incorporating measures of information elaboration (see Homan et al., 2007b; Kearney et al., 2009; van Ginkel and van Knippenberg, 2008) would therefore be valuable.”
A Review and Integration of Team Composition Models (2014, background): “…Theoretical article Advanced propositions concerning member supplementary and complimentary personality distribution fits related to team outcomes Kearney et al. (2009) Empirical study Team members’ average need for cognition moderated (offset) the negative effects of team age and educational…”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “BoDs with high levels of family involvement may thus be more effective as a group, given that directors on these boards are more aware of each other’s skills (Kearney et al., 2009), facilitating information exchange thanks to the mutual trust and respect among family directors (Westphal, 1999; Zatto”
A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and Ambidexterity (2009, background): “For instance, Kearney, Gebert, and Voelpel (2009) found that teams composed of team members high in need for cognition were better able to integrate diversity with respect to age and educational specialization to achieve superior performance.”