Diversity in social context: a multi-attribute, multilevel analysis of team diversity and sales performance

By S. Jackson, Aparna Joshi. 2004

332 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b42e183571426dd0a88a30b4293e4caf062afa93

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “Jackson and Joshi (2004) found evidence of a three-way diversity interaction, with sales team performance being lowest for teams with a combination of relatively high tenure, gender, and ethnic diversities.”
Work group diversity. (2007, background): “One thing that stands out in this respect is that the field has been dominated by studies focusing on “main effects,” testing relationships between dimensions of diversity and outcomes without taking potentially moderating variables into account ( Jackson & Joshi 2004, Pelled et al. 1999).”
The Accuracy of Significance Tests for Slope Variance Components in Multilevel Random Coefficient Models (2009, background): “This practice has occurred in several organizational studies (Davison, Kwak, Seo, & Choi, 2002; Jackson & Joshi, 2004; Kidwell, Mossholder, & Bennett, 1997; Liao & Chuang, 2004; Mossholder, Bennett, & Martin, 1998).”
A Review and Integration of Team Composition Models (2014, background): “In addition, studies have shown diversity factors to interact with other factors such as time (Harrison et al., 1998), the nature of a team’s task (Jackson & Joshi, 2004; Joshi & Jackson, 2003; Pelled, Eisenhardt, & Xin, 1999), and organizational culture (Brickson, 2000; Ely & Thomas, 2001).”
Top Management Team Internationalization and Firm Performance (2010, background): “Furthermore, diversity researchers recently raised the argument that diversity dimensions within a team do not influence team dynamics and performance independently from each other ( Jackson and Joshi 2004 ).”
The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration (2007, background): “…resolving complex tasks because the multiplicity of available knowledge provides the team with a range of different viewpoints, stimulating inspiring discussions, mutual learning, and more creative and innovative solutions (Jackson & Joshi, 2004; Milliken & Martins, 1996; Wiersema & Bantel, 1992).”
The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography (2007, unknown): “For example, a study by Jackson and Joshi (2004) was dropped as it examined sales teams’ performance by employing the company’s archival data.”
Size Does Matter: How Varying Group Sizes in a Sample Affect the Most Common Measures of Group Diversity (2009, background): “diversity literature is replete with such studies (e.g., Barsade et al., 2000; Jackson & Joshi, 2004; Jehn & Bezrukova, 2004; Kearney & Gebert, 2009; Li & Hambrick, 2005; Schippers et al., 2003).”
Gender and Tenure Diversity in GitHub Teams (2015, background): “In contrast, IP treats diversity as positive: bringing to the table a mixture of cultural/educational backgrounds, and access to different networks and broader information can enhance a team’s creativity, adaptability, and problem solving skills ( e.g. , [33,64]).”
Filling Empty Seats: How Status and Organizational Hierarchies Affect Exploration Versus Exploitation in Team Design (2006, background): “Untested combinations can more easily lead to communication difficulties, discrimination, and conflict (Jackson & Joshi, 2004).”
Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance (2012, background): “Third, whereas most research on team moderators lacks objective performance indicators and is conducted on MBA-student samples (for exceptions, see Ely, 2004; Jackson & Joshi, 2004; Jehn & Bezrukova, 2004), we assessed objective performance in a field setting.”