EXPERTNESS DIVERSITY AND INTERPERSONAL HELPING IN TEAMS: WHY THOSE WHO NEED THE MOST HELP END UP GETTING THE LEAST

By Gerben van der Vegt, J. Stuart Bunderson, A. Oosterhof. 2006

274 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/ca4913911af60eec62d48e1c1b1525feff3ee1ef

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, methodology): “Drawing from theories of power, Van der Vegt, Bunderson, and Oosterhof (2006) developed a three-level model in which they suggested that perceived expertise of individual team members affected dyadic commitment and helping, which in turn affected team performance.”
Falling from great (and not-so-great) heights: how initial status position influences performance after status loss (2014, background): “A large body of research has investigated the positive consequences of attaining status (Barkow, 1989; Berger, Rosenholtz, & Zelditch, 1980; Podolny & Phillips, 1996; Singh-Manoux, Adler, & Marmot, 2003; Van der Vegt et al., 2006; Weber, 1946).”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “Moreover, Van der Vegt, Bunderson, and Oosterhof (2006) found that student teams with high levels of diversity in expertise had asymmetric patterns of helping, such that members were more willing to help those they perceived as more expert.”
Lighting the way or stealing the shine? An examination of the duality in star scientists' effects on firm innovative performance (2015, background): “Such relationships require the adoption of a collective goal orientation and a willingness to relinquish control and invest time in sharing the tangible and intangible resources required for colleagues to assume innovative leadership (Van der Vegt et al., 2006).”