Representational gaps, information processing, and conflict in functionally diverse teams

By Matthew A. Cronin, Laurie R. Weingart. 2007

621 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d6ede1e81c1e48ec1b453f71b21f8f4341f88329

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Citations in the corpus

The Why and How of the Integrative Review (2020, background): “Assimilation of different perspectives can spur innovation within a community (Cronin & Loewenstein, 2018), but synthesizing these perspectives can be problematic (Bechky, 2003; Carlile, 2004; Cronin & Weingart, 2007).”
Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “Also, team reflexivity may assure that teams recognize the need to create some degree of shared understanding in the case of representational gaps (Cronin & Weingart, 2007).”
Transcending Knowledge Differences in Cross-Functional Teams (2012, background): “This, in turn, leads to further misunderstandings and misattributions (Cronin and Weingart 2007).”
Problem identification and construction: What do we know, what is the future? (2009, background): “Further, individuals in teams will be less likely to be aware that other individuals are framing the problem in a different way (Cronin & Weingart, 2007), leading to disagreements about the best solution.”
Facilitating Innovation in Diverse Science Teams Through Integrative Capacity (2012, background): “As differences are revealed, such as how problems are defined or methodologies used, conflict can arise (Cronin & Weingart, 2007).”
Help-Seeking and Help-Giving as an Organizational Routine: Continual Engagement in Innovative Work (2015, background): “Furthermore, because people might differ in their understanding of a particular issue, representational tools allowed the help-seeker and help-giver to develop a common understanding (see Cronin & Weingart, 2007).”
Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance (2012, positive): “First, existing research suggests that team communications reliably produce better results to the extent that they are efficient and do not overwhelm, confuse, or distract the receiver (Cronin & Weingart, 2007).”
Reframing the Decision-Makers’ Dilemma: Towards a Social Context Model of Creative Idea Recognition (2017, background): “Additionally, it is possible that idea generators roles evoke implicit theories that ideas are creative if they are difficult to achieve (as this is how design awards are given; Cronin & Weingart, 2007).”