Understanding the relationship between individualism–collectivism and team performance through an integration of social identity theory and the social relations model

By Michael J. Gundlach, Suzanne Zivnuska, Jason S. Stoner. 2006

205 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d652ea4320fadd53eef01e1063ad8d45dacd7edb

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Team conflict management and team effectiveness: the effects of task interdependence and team identification (2009, background): “Previous studies have shown that even taking into consideration the role of other team-related variables, individualismcollectivism still demonstrates a significant and unique influence on team identity processes and on team performance (Gundlach et al., 2006).”
Team identification, trust and conflict: a mediation model (2010, background): “Gundlach et al. (2006)) defined team identification as “the extent to which an individual team member identifies with a specific organizational team rather than social groups in general” (p. 1608).”
Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship Conflict (2010, background): “Thus, the group level construct of team-identity is driven by the individual level construct of team-identification (Gundlach et al., 2006).”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “Doing so (1) allows us to control for the effect of team collectivism on team empowerment (Gundlach et al., 2006), while testing the relationship between within-team competition and empowerment; (2) enables us to confirm that team competition is distinct from its closely associated construct (i.e.…”
Performance and turnover intentions: a social exchange perspective (2013, background): “Their findings have been supported over the past 60 years by an abundance of empirical evidence suggesting that task interdependence is related to various positive outcomes, including decreased stress and burnout, and increased levels of support, helping, felt responsibility for work outcomes, job s”