M. Maynard

Social Psychology · 2004–2015

A researcher in the Science corpus: 7 papers; trusts 50 researchers and is trusted by 26 researchers here, as inferred from the citation graph.

Subfields

• Social Psychology — 217 citations into it; #2,074 of 15,694 by trust here, #653 by citations
• Organizational Behavior and Human Resource Management — 165 citations into it; #6,449 of 8,741 by trust here, #3,563 by citations
• Communication — 92 citations into it; #2,712 of 3,460 by trust here, #382 by citations
• Sociology and Political Science — 83 citations into it; #3,947 of 22,756 by trust here, #1,459 by citations
• Strategy and Management — 59 citations into it
• Management Science and Operations Research — 43 citations into it
• Gender Studies — 41 citations into it
• Management of Technology and Innovation — 27 citations into it; #2,876 of 3,602 by trust here, #643 by citations

Whom M. Maynard trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. John E. Mathieu
2. Bradley L Kirkman
3. Claus W. Langfred
4. Gilad Chen
5. M. Marks
6. Mahesh Subramony
7. Steve W. J. Kozlowski
8. Lucy L. Gilson
9. Kyle Lewis
10. Sylvie Guerrero

Who trusts M. Maynard overall

1. John E. Mathieu
2. Susana C. Santos
3. Jin Nam Choi
4. Lucy L. Gilson
5. Joanne Lyubovnikova
6. Taiga Brahm
7. Sharon K. Parker
8. Caroline Aubé
9. Konstantinos C. Kostopoulos
10. Bradley P. Owens

Papers from M. Maynard's perspective

Ordered by how strongly the researchers M. Maynard trusts endorse each paper. Same corpus, a different order for every researcher.

1. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
2. Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis. (Journal of Applied Psychology)
3. An Integrative Model Of Organizational Trust
4. Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future
5. Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning
6. A Healthy Divide: Subgroups as a Stimulus for Team Learning Behavior
7. What's the difference? Diversity constructs as separation, variety, or disparity in organizations.
8. Common method biases in behavioral research: a critical review of the literature and recommended remedies. (Journal of Applied Psychology)
9. The influence of shared mental models on team process and performance. (Journal of Applied Psychology)
10. Interactions Within Groups and Subgroups: The Effects of Demographic Faultlines

Their papers

• Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008) — 2,417 citations
• Virtual Teams: What Do We Know and Where Do We Go From Here? (2004) — 1,394 citations
• An examination of the effects of organizational district and team contexts on team processes and performance: a meso-mediational model (2007) — 97 citations
• Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness (2009) — 114 citations
• Something(s) old and something(s) new: Modeling drivers of global virtual team effectiveness (2012) — 246 citations
• Virtual Teams Research (2015) — 582 citations
• Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012) — 463 citations