Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups

By Astrid C. Homan, D. van Knippenberg, Gerben A. van Kleef, Carsten K. W. De Dreu. 2007

131 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/fe77a5271af17da7a2e0574acda538c97d84e2ae

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In Management of Technology and Innovation

Citations in the corpus

Group Faultlines (2012, background): “For example, the moderators of informational diversity (Homan et al., 2007a), faultline distance (Bezrukova et al., 2009; Bezrukova et al., 2010; Zanutto et al., 2010), team tenure (Barkema & Shvyrkov, 2007), and group entitlement configuration (Jehn & Bezrukova, 2010) have been explored.”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…studies supported aspects of the CEM, such as the centrality of elaboration processes for the positive consequences of diversity (e.g., Homan et al., 2007a; Homan, van Knippenberg, van Kleef, & De Dreu, 2007b), the moderating effects of trait operationalizations of identity threat…”
Stereotype Threat in Organizations: Implications for Equity and Performance (2015, background): “Amulticultural philosophy, by contrast, explicitly acknowledges that people fromdifferent social groups bring with them social and cultural differences and, further, represents these differences as a sourceof value and strength (Ely&Thomas 2001, Homan et al. 2007,Wolsko et al. 2000).”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “…by research showing that when teammembers have a stronger intrinsic interest in dissimilar perspectives – for instance, because of trait openness to experience or because they believe in the value of diversity – they respond more favorably to salient categorizations (Homan et al., 2007a, 2008).”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “Moreover, these studies supported the proposition of the CEM that the disruptive influence of faultlines revolves around their detrimental effect on information elaboration (Homan et al., 2007b, 2008).”
Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups (2008, unknown): “Second, when diverse teams contain low openness members, a solution would be to advocate pro-diversity beliefs in order to stimulate information elaboration and team performance (Homan et al., 2007a; van Knippenberg, Haslam, & Platow, 2007).”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, methodology): “A study by Homan et al. (2007a) speaks to this issue.”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, background): “These results are in line with the theoretical arguments advanced by the similarity- attraction hypothesis and the information processing/decision-making processes in teams (Homan et al., 2007; Van Knippenberg & Schippers, 2007).”
Person-Group Fit (2015, background): “It can improve the elaboration of task-relevant information and perspectives within the group, which include the exchange, discussion, and integration of ideas, knowledge, and insights relevant to the group’s task (Homan et al., 2007).”
Social Category Salience Moderates the Effect of Diversity Faultlines on Information Elaboration (2011, methodology): “One possibility might lie in the establishment of prodiversity beliefs among team members (e.g., Homan et al., 2007a, 2007b; Stegmann & van Dick, 2009).”
Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse work groups (2008, methodology): “Second, when diverse teams contain low openness members, a solution would be to advocate pro-diversity beliefs in order to stimulate information elaboration and team performance (Homan et al., 2007a; van Knippenberg, Haslam, & Platow, 2007).”
Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups (2009, background): “Diversity researchers have argued that lessjob related attributes are prone to creating impermeable social categories and inter-category clashes, thus exasperating emotional and relational conflict among members (Jackson et al., 1995). Jehn et al.’s (1999) empirical study showed that social category”