Creating hybrid team cultures: An empirical test of transnational team functioning.

By Chris Earley, Elaine Mosakowski. 2000

1,351 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ec6f69814cb0f362846530cd5c49b145282194e4

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Citations in the corpus

Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups (2007, background): “The higher the comparative fit of possible subgroups within the diverse team, the more people will be inclined to perceive the group as consisting of subgroups (i.e., subgroup categorization; Brewer, 2000; Brewer & Gaertner, 2001; Earley & Mosakowski, 2000; Hewstone, Rubin, & Willis, 2002).”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, neutral): “…alliances (e.g., Parkhe, 1991), post-acquisition integration process dynamics and performance (e.g., Björkman, Stahl, & Vaara, 2007), team process and outcomes (e.g., Earley & Mosakowski, 2000), and cross-cultural adjustment of expatriates (e.g., Black, Mendenhall, & Oddou, 1991), among others.”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, background): “In these studies, group members are assumed to base their perception of the group on the objective group composition (see, e.g., Earley & Mosakowski, 2000; Homan, van Knippenberg, Van Kleef, & De Dreu, 2007a; Polzer, Crisp, Jarvenpaa, & Kim, 2006; Thatcher, Jehn, & Zanutto, 2003).”
Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis (2008, positive): “With common vocabulary and familiarity with each others’ mental models (Zenger and Lawrence, 1989), a diverse team of entrepreneurs can more effectively formulate and effi ciently implement entrepreneurial decisions (Earley and Mosakowski, 2000).”
Considering diversity: The positive effects of considerate leadership in diverse teams (2013, neutral): “On the one hand, diversity can initiate subgroup categorization (“us–them” distinctions and subgroup formation) and intergroup bias that may result in reduced interpersonal liking, low trust, and conflict (Earley & Mosakowski, 2000; Thatcher et al., 2003).”
It's what you do and the way that you do it: Team task, team size, and innovation-related group processes (2001, background): “As more people challenge existing practices and promote controversy, fault lines in the team widen (Earley & Mosakowski, 2000), and task conflict may metamorphose into interpersonal conflict (De Dreu, Harinck, & Van Vianen, 1999).”
The Effects and the Mechanisms of Board Gender Diversity: Evidence from Financial Manipulation (2018, background): “This can impede boards’ ability to act decisively (Williams and O’Reilly 1998) and can lead boards to engage in communication less frequently (Earley and Mosakowski 2000), and when they do, experience significant communication problems due to a stronger in-group and out-of-group division between mal”
The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography (2007, neutral): “Earley and Mosakowski (2000) have advocated the upright U function relating team heterogeneity to team effectiveness and suggested that given sufficient time, either homogeneous or highly heterogeneous teams are likely to be more effective than moderately heterogeneous teams.”
Interactions Within Groups and Subgroups: The Effects of Demographic Faultlines (2005, background): “Earley and Mosakowski (2000) studied transnational project teams and, in keeping with the faultline model, found that moderate levels of heterogeneity, rather than low or high levels, led to poorer performance in three separate studies.”
Firm-Specific Human Capital, Organizational Incentives, and Agency Costs: Evidence from Retail Banking (2014, methodology): “As is standard in the analysis of interviews, the researchers resolved differences in ratings by discussion (Earley and Mosakowski, 2000).”
Finding Value in Diversity: Verification of Personal and Social Self-Views in Diverse Groups (2004, background): “Earley and Mosakowski (2000) have demonstrated the negative consequences of such dynamics in multinational teams composed of two subgroups organized around members’ nationalities.”