Perceived Dissimilarity and Perspective Taking Within Work Teams

By Helen M. Williams, Sharon K. Parker, Nick Turner. 2007

129 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e89e779731a52796513b08ed351c4e63628583cc

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Citations in the corpus

A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? (2016, methodology): “Further, other authors argue that perceived diversity is a superior construct because it is more consistent with the tenets of the theoretical frameworks at the heart of diversity research, including social identity theory, selfcategorization theory, and relational demography (Avery et al., 2007; He”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, background): “…may help explain past contradictory findings concerning the effects of objective diversity on group outcomes—objective diversity may only matter through the perceptions it instigates (Ashfort & Mael, 1989; Homan & Jehn, in press; see e.g., Van der Vegt & Van de Vliert, 2005; Williams et al., 2007).”
Proactively performing teams: The role of work design, transformational leadership, and team composition (2010, background): “Although at the individual level and focusing on perceived rather than actual dissimilarity, Williams, Parker, and Turner (2007) found perspective taking is lower amongst team members who perceive themselves to be dissimilar from their fellow team members in terms of work style.”
Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, unknown): “Training team members to understand the perspective of others helps group formation (Williams et al., 2007).”