Team diversity and information use

By Kristina B. Dahlin, Laurie R. Weingart, Pamela J. Hinds. 2005

793 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a6a598ee218d001ed11d9a54fca450560828806e

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “Cultural diversity has normally been operationalized using variety or diversity indices by counting the number of nationalities represented on a team or dispersion of cultural values of the team members (e.g., Dahlin et al. 2005).”
A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices (2009, background): “linkage must move beyond linear assumptions to accommodate more complicated effects (Dahlin et al., 2005; Jackson et al., 2003; Van der Vegt & Bunderson, 2005; van Knippenberg et al., 2004; van Knippenberg & Schippers, 2007; Webber & Donahue, 2001).”
Fostering team creativity: perspective taking as key to unlocking diversity's potential. (2010, background): “This is particularly important for diverse teams that have been found to not consider the full range of information available to them (Dahlin et al., 2005).”
Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, positive): “However, according to social identity theory, education diversity is likely to increase the communication and coordination costs of integrating available knowledge or coordinating the innovation process (Dahlin et al., 2005, Wittenbaum and Stasser, 1996).”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, background): “Additional information, including rights and permission policies, is available at http://journals.informs.org/. attribute (Webber and Donahue 2001) and the potential for information use (Dahlin et al. 2005).”
WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009, background): “…variables such as age— which may covary with important differences in interests, values, and attitudes—are more likely to trigger these adverse processes than are deep-level diversity dimensions such as educational background, which offer only weak social categorization cues (Dahlin et al., 2005).”
How Team Composition and Collaborative Planning Jointly Shape Analytic Effectiveness (2008, background): “We know that functional diversity is important, and that teams with relevant functional diversity generally outperform teams that lack such diversity (Dahlin et al., 2005; Thomas-Hunt et al., 2003).”
Does a different view create something new? The effect of employee diversity on innovation (2011, critical): “The argued positive relation of a diverse cultural heritage (Dahlin et al., 2005) cannot be identified from the analyses.”
Work group diversity. (2007, result): “Contrary to this proposition, however, Richard et al. 2004) Dahlin et al. (2005) also ﬁnd evidence complicating matters, Van der Vegt & Bunderson ) found, contingent on level of team commitment, both U-shaped (high commitment) and inverted U-shaped (low commitment performance.”
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, result): “Although interesting, this result does not rule out little theoretical and empirical research has been conducted on the issue of organizational members’ different educational background (however, see Dahlin et al., 2006; Østergaard et al., 2011).”