Effect of Gender Composition on Group Performance

By G. Fenwick, D. Neal. 2001

154 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d192151e1b4dc392ab66cb7c92ddbfb8bf25d138

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

1. Daewoo Park
2. Hema A. Krishnan
3. Salim Darmadi

In Organizational Behavior and Human Resource Management

1. Daewoo Park
2. Hema A. Krishnan

In Social Psychology

1. Daewoo Park
2. Hema A. Krishnan
3. L. Myaskovsky
4. Kyle Lewis

Citations in the corpus

• Effects of Gender Diversity on Performance and Interpersonal Behavior in Small Work Groups (2005, background): “Although some researchers have noted important moderators to these findings, such as task contents or settings (e.g., Eagly & Karau, 1991; Hall, 1984; Hans & Eisenberg, 1985; Karakowsky & Siegel, 1999), the basic gender differences found in mixed-gender groups persist (e.g., Fenwick & Neal, 2001; ”
• A few good women—on top management teams (2005, background): “In fact, an examination of our sample reveals that even at its highest, the value of the proportion of women on the TMT is only 0.57, which reflects a balanced group of men and women on the TMT (Fenwick and Neal, 2001).”
• Gender Diversity in the Boardroom and Firm Performance: What Exactly Constitutes a “Critical Mass?” (2012, unknown): “Among the few exceptions are Spangler et al. (1978) and Fenwick and Neal (2001).”
• Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, unknown): “Gender diversity improves the results of interactive decisions (Fenwick and Neal, 2001), broadens the perspective, and contributes to better social relations and an open work climate and debate (Nielsen and Huse, 2010a, Nielsen and Huse, 2010b).”