The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
Representational gaps, information processing, and conflict in functionally diverse teams
Abstract
Functional diversity in teams, while potentially beneficial, increases the likelihood that individual team members will perceive the team's task differently, leading to gaps between teammates' interpretations of what is needed for the team to be successful. These representational gaps are likely to create conflict as teammates try to solve what are essentially incompatible problems. Understanding how these general mechanisms work should deepen our understanding of information processing and conflict in diverse teams.
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Cites
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A multimethod examination of the benefits and detriments of intragroup conflict
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The Influence of Source Credibility on Communication Effectiveness
Hovland, C. I., & Weiss, W. (1951) · Public Opinion Quarterly · doi:10.1086/266350 · Cited by 3,543
Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis.
De Dreu, C. K. W., & Weingart, L. R. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.4.741 · Cited by 3,071 · cited 3×
“…by representational gaps will provide reasons why task conflict (which is what representational gaps create) is generally not helpful for teams (De Dreu & Weingart, 2003), despite the widely held belief that it should be (e.g., Amason & Schweiger, 1997; Si- mons & Peterson, 2000; Van de Vliert &…”
BackgroundSelf-citationTransactive Memory: A Contemporary Analysis of the Group Mind
Wegner, D. M. (1987) · Theories of Group Behavior · doi:10.1007/978-1-4612-4634-3_9 · Cited by 2,700
Team Diversity and Information Use
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. (2005) · Academy of Management Journal · doi:10.5465/amj.2005.19573112 · Cited by 784
Self-citation
Cited by
From creativity to innovation: The social network drivers of the four phases of the idea journey
Perry-Smith, J. E., & Mannucci, P. V. (2017) · Academy of Management Review · doi:10.5465/amr.2014.0462 · Cited by 1,121
Trust and team performance: A meta-analysis of main effects, moderators, and covariates.
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000110 · Cited by 616
Dormant Ties: The Value Of Reconnecting
Levin, D. Z., Walter, J., & Murnighan, J. K. (2011) · Organization Science · doi:10.1287/orsc.1100.0576 · Cited by 326
Leading diversity: Towards a theory of functional leadership in diverse teams.
Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A. (2020) · Journal of Applied Psychology · doi:10.1037/apl0000482 · Cited by 217
Reconciling perspectives: A grounded theory of how people manage the process of software development
Adolph, S., Kruchten, P., & Hall, W. (2012) · Journal of Systems and Software · doi:10.1016/j.jss.2012.01.059 · Cited by 103
Metadata
- Authors
- Cronin, M. A., & Weingart, L. R.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2007-07
- Volume
- 32
- Issue
- 3
- Pages
- 761-773
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W2111936320
- Cited by
- 646
- References
- 7
- FWCI
- 27.42
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
