The riddle of heterarchy: : power transitions in cross-functional teams
By Federico Aime. 2014
243 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/bd27524b4f174a73f8e0596545d7e20a7803725f
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In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “…and stable over time in groups (e.g., Magee & Galinsky, 2008), other research suggests that power levels can and do change in groups (e.g., Aime et al., 2014; Greer & Van Kleef, 2010; Tarakci et al., 2016; Van Bunderen, Greer et al., 2017; Van Bunderen, Van Knippenberg et al., 2017).”
- Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “Moreover, because competence stereotypes differ per task, such competence stereotypes automatically lead to the emergence of a task-contingent heterarchy (Aime et al., 2014), which can enhance performance via the reduction of transition costs and increasing person-job fit across tasks.”