A Healthy Divide: Subgroups as a Stimulus for Team Learning Behavior

By Cristina B. Gibson, F. Vermeulen. 2003

809 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b012cd1c2bf886ddbc99c4900c8aac45deab347d

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Citations in the corpus

Why Turnover Matters in Self-Managing Work Teams: Learning, Social Integration, and Task Flexibility (2010, background): “Research has suggested that these activities can promote group effectiveness by facilitating adaptive and proactive responses to a group’s task environment (Edmondson, 1999; Gibson & Vermeulen, 2003; Van der Vegt & Bunderson, 2005).”
The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review (2009, result): “We also note that, although conceptually interesting, field research directly applying faultlines-based measures is not abundant and has yielded inconsistent results (e.g., Gibson & Vermeulen, 2003; Greer & Jehn, 2008; Lau & Murnighan, 2005; Li & Hambrick, 2005).”
Revisiting faultline conceptualization: measuring faultline strength and distance (2011, methodology): “Gibson and Vermeulen (2003) have proposed two measures—team heterogeneity and subgroup strength—to capture the degree of overlap between members in a group.”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “Team members in directed teams may, therefore, be much less likely to engage in the experimentation, reflective communication, and knowledge codification that typify effective team learning and coordination (Gibson & Vermeulen, 2003).”
What's the difference? Diversity constructs as separation, variety, or disparity in organizations. (2007, background): “Perhaps maximum separation leads to strong subunit identification and weak unit identification (Gibson & Vermeulen, 2003).”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “Recent research by Gibson and Vermeulen (2003) showed that faultlines may have a curvilinear relationship with team learning.”
Getting Everyone on Board (2015, background): “Although some authors have suggested that subgroups, under certain circumstances, may be beneficial for group learning (Gibson & Vermeulen, 2003), they have been consistently related to dysfunctional teamwork and decreased team effectiveness when the subgroups are based on different identities…”
Recent developments in reflexivity research: A review (2009, background): “Providing further support, Gibson and Vermeulen (2003) found positive relations between team heterogeneity in terms of demographic variables (cf.”
The effects of service climate and the effective leadership behaviour of supervisors on frontline employee service quality : a multi-level analysis (2007, background): “For example, in their study of over 100 teams in the pharmaceutical industry, Gibson and Vermeulen (2003) found that when a team ‘already has an impetus to [perform], a performance management push by its : : : .”
Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse work groups (2008, background): “This not only sheds new light on faultline theory (Lau & Murnighan, 1998), but also gives us a more positive outlook on diversity in teams (also see Gibson & Vermeulen, 2003)—diversity faultlines need not disrupt team processes as long as team members are high on openness to experience.”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, background): “…one hand, some studies argue that the presence of knowledge-based subgroups increases the information processing capacity of the team, and promotes innovation (Xie, Wang & Qi, 2015), learning (Gibson & Vermeulen, 2003), and high performance (Hutzschenreuter & Horstkotte, 2013; Ndofor et al., 2014).”
Team Faultline Measures (2013, methodology): “The remaining three measures exhibited a decrease with an increasing number of missings from about 50% of missings onward, with Subgroup Strength (Gibson & Vermeulen, 2003) showing almost no decrease in the case of more heterogeneous teams.”