Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms

By Rebecca Mitchell, Brendan Boyle. 2015

127 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bfb334cca2ca7a509b265f64a1fbba7db125ba17

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Citations in the corpus

From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, background): “Teams that exhibit a willingness to openly consider alternative perspectives and question their assumptions tend to be aware of their differences (Earley and Mosakowski, 2000), and are proficient in discussing these types of differences during group conversations (Mitchell and Boyle, 2015).”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, unknown): “…to the power of care and compassion within organizations (Bolino et al., 2015; Kahn, 2005; Lilius, Worline, Maitlis, Kanov, Dutton, & Frost, 2008; Mitchell and Boyle, 2015; Rynes, Bartunek, Dutton, & Margolis, 2012; Snoeren et al., 2016; Watkins, Ren, Umphress, Boswell, Triana, & Zardkoohi,…”
Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion (2020, background): “Differences in professional backgrounds between team members and external actors may result in clash between norms and values (Liao et al. 2015), which prevents the information exchange and mutual learning which is required for innovation (Mitchell and Boyle 2015).”
Time pressure and team member creativity within R&D projects: The role of learning orientation and knowledge sourcing (2017, background): “For example, the diverse educational and professional backgrounds of team members may affect their capacity to collectively source knowledge and effectively integrate it to develop novel solutions (Huang et al., 2014; Mitchell and Boyle, 2015).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…go beyond those explicitly mentioned in the CEM include certain leadership styles (Homan & Greer, 2013; Kearney & Gebert, 2009), team members’ need for cognition (Kearney, Gebert, & Voelpel, 2009), norms (Mitchell & Boyle, 2015), and leader inclusiveness (Mitchell et al., 2015), to name only a few.”