Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help?

By Katherine W. Phillips, Gregory B. Northcraft, Margaret A. Neale. 2006

280 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e53458c8cc5e88917fab9760a61e454a11704f54

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. Lauren A. Rivera
2. Judit Temesvary
3. Ann L. Owen

In Social Psychology

1. Lauren A. Rivera

In Sociology and Political Science

1. Lauren A. Rivera
2. Ann L. Owen
3. Jürgen Schupp
4. Adrian Hille

Citations in the corpus

• Diversity faultlines, shared objectives, and top management team performance (2011, unknown): “These key propositions of the CEM are supported in both experimental and field research (e.g. Homan et al., 2007a, 2008; Kearney and Gebert, 2009; Kearney et al., 2009; Kooij-de Bode et al., 2008; van Knippenberg and van Ginkel, 2010; see also Phillips et al., 2006; Sawyer et al., 2006).”
• Hiring as Cultural Matching (2012, background): “Cultural similarities can facilitate trust and communication, but they can also reduce the attention team members pay to executing tasks and decision-making quality (Phillips et al. 2006).”