The Influence of Demographic Heterogeneity on the Emergence and Consequences of Cooperative Norms in Work Teams

By Jennifer A. Chatman, Francis J. Flynn. 2001

839 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/dafef677187ee061ed9398562820bfc243537ba7

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Citations in the corpus

Employment Discrimination in Organizations: Antecedents and Consequences (2006, background): “Chatman and Flynn (2001), for example, 798 Journal of Management / December 2006 studied newcomers and found that compared with people who had been in the group for a longer period of time, newcomers perceived work group norms as less cooperative.”
Board Age and Gender Diversity: A Test of Competing Linear and Curvilinear Predictions (2014, background): “Specifically, members of a diverse group are more likely to experience a lack of cohesion, communication and cooperation, and more dissatisfaction and conflict (Chatman and Flynn, 2001; Jehn et al., 1999; Pelled, 1996; Shapcott et al., 2006; Triandis et al., 1994).”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, background): “Chatman and Flynn (2001) demonstrated how respondents who were more demographically different were less effective performers and received less substantial compensation increases than those who were more similar to their colleagues.”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “…Diverse Teams 9 mind-sets toward diversity, team culture and norms, task structure, and leadership (e.g., Bezrukova, Jehn, Zanutto, & Thatcher, 2009; Chatman & Flynn, 2001; Earley & Mosakowski, 2000; Ely & Thomas, 1996; Gibson & Gibbs, 2006; Homan & Greer, 2013; Jehn & Bezrukova, 2004; Van der…”
The Personality Composition of Teams and Creativity: The Moderating Role of Team Creative Confidence (2008, background): “…aggregated diversity in team age and gender into a demographic diversity indicator and diversity in previous job experience (managerial vs. non- managerial) and study major (business vs. nonbusiness) into a functional diversity composite (e.g., Chatman & Flynn, 2001; Polzer, Milton, & Swann, 2002).”
Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance (2012, background): “…pursuing a moderator strategy have tended to focus on multiple demographic dimensions, either combining them into a single diversity index (e.g., Chatman & Flynn, 2001; Chatman, Polzer, Barsade, & Neale, 1998; Polzer, Milton, & Swann, 2002) or examining how multiple differences interact, as in…”
Culture and international business: recent advances and their implications for future research (2005, background): “National culture is often a more readily detectable attribute, and therefore is a potent influence early on when the group is just beginning to take shape (Watson et al., 1993; Chatman and Flynn, 2001).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, methodology): “Cooperation in the group was assessed with Chatman and Flynn’s (2001) five-item scale for cooperative team norms.”
Innovation in Services: Corporate Culture and Investment Banking (2007, background): “Chatman and Flynn challenged the view that strong culture and innovation are opposing forces in organizations.(33) They suggested that by distinguishing between culture strength and culture content, or between conformity and uniformity, strong cultures can fuel rather than constrain innovation.”
Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate (2016, background): “Several scholars have agreed that surface-level diversity stimulates social categorization (Chatman & Flynn, 2001; Bell, Villado, Lukasik, Belau, & Briggs, 2011), which may restrain team knowledge sharing, creativity, and innovation.”