Who's Really Sharing? Effects of Social and Expert Status on Knowledge Exchange Within Groups

By Melissa C. Thomas-Hunt, Tonya Y. Ogden, Margaret A. Neale. Management Sciences, 2003

408 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/f60e54076638e363fb6e2f35167fcc4e425e8b0b

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Citations in the corpus

The Roles of Worker Expertise, Information Sharing Quality, and Psychological Safety in Manufacturing Process Innovation: An Intellectual Capital Perspective (2011, background): “Greater participation by such a team member stems from his/her increased level of conﬁ-dence as an ‘‘expert’’ (Thomas-Hunt et al. 2003).”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, background): “Research suggests that members’ expectations of relative expertise are affected by members’ perceptions of their social status within a group (e.g., Phillips, Mannix, Neale, & Gruenfeld, 2004; Thomas-Hunt, Ogden, & Neale, 2003 ), such that socially-connected members (i.e., members who have worked t”
Knowledge, Networks, and Knowledge Networks (2011, background): “While social status differences can increase the motivations of lower-status persons to share knowledge with those of higher status (Thomas-Hunt, Ogden, & Neale, 2003), higher-status persons tend to reject such efforts (Black et al., 2004; Thomas-Hunt et al., 2003).”
Cultural Intelligence in Global Teams (2006, background): “Other scholars (e.g., K. W. Phillips, 2003; Thomas-Hunt et al., 2003) have shown that members who are socially isolated participate more in discussions and express greater unique knowledge than members who are socially connected because the latter suppress sharing Janssens, Brett / FUSION MODEL OF G”
By Whom and When Is Women’s Expertise Recognized? The Interactive Effects of Gender and Education in Science and Engineering Teams (2014, background): “Teams that are able to allocate tasks and responsibilities based on an accurate identification of expertise perform at significantly higher levels than teams that are unable to do so (e.g., Bunderson, 2003; Thomas-Hunt, Ogden, and Neale, 2003).”
Managing Knowledge in Organizations: An Integrative Framework and Review of Emerging Themes (2003, background): “Thomas-Hunt et al. (2003) show that this decision bias depends on the expertise of a group member and the extent to which the member is integrated into the group.”
How Team Composition and Collaborative Planning Jointly Shape Analytic Effectiveness (2008, background): “Research on team diversity shows that bringing together teams of members from different social categories can create significant difficulties in collaborative work (Bunderson & Sutcliffe, 2002; Caruso & Woolley, in press; Dahlin, Weingart, & Hinds, 2005; Jehn, Northcraft, & Neale, 1999; Thomas-Hunt”
Through a Glass Darkly: Information Technology Design, Identity Verification, and Knowledge Contribution in Online Communities (2007, background): “Many studies have provided evidence that recognition and acknowledgment from group members increases a focal person's overall participation (Hertel et al. 2003, Stasser et al. 1995, Thomas-Hunt et al. 2003).”
Small Worlds and Regional Innovation (2007, positive): “In contrast, if management hires similar individuals, promotes in-group pressures for conformity (Hunt et al. 2003), or does not encourage contrary opinions and risk-taking, this will hasten the stall.”