A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance

Academy of Management Annals

Volumn 10, Issue 1, 2016, Pages 453-493

  Srikanth, Kannan ^a   Harvey, Sarah ^b   Peterson, Randall ^c  

^a SINGAPORE MANAGEMENT UNIVERSITY   (Singapore)

^b UNIVERSITY COLLEGE LONDON   (United Kingdom)

^c LONDON BUSINESS SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84958045220     PISSN: 19416520     EISSN: 19416067     Source Type: Journal    
DOI: 10.1080/19416520.2016.1120973     Document Type: Article

References (120)

1. D.G.Ancona,, G.A.Okhuysen,, & L.A.Perlow, (2001). Taking time to integrate temporal research. Academy of Management Review, 26, 512–529.
2. M.Anteby,, & C.Anderson, *(2014). The shifting landscape of LGBT organizational research. Research in Organizational Behavior, 34, 3–25. doi: 10.1016/j.riob.2014.08.001
3. D.J.Armstrong,, & P.Cole, (2002). Managing distances and differences in geographically distributed work groups. In P.Hinds & S.Kiesler (Eds.), Distributed work (pp. 167–187). Cambridge, MA: MIT Press.
4. H.Arrow,, J.E.McGrath,, & J.L.Berdahl, (2000). Small groups as complex systems: Formation, coordination, development, and adaptation. Thousand Oaks, CA: Sage.
5. K.Bantel,, & S.Jackson, (1989). Top management and innovations in banking: Does the composition of the team make a difference? Strategic Management Journal, 10, 107–124. doi: 10.1002/smj.4250100709
6. K.J.Behfar,, R.S.Peterson,, E.A.Mannix,, & W.M.K.Trochim, (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93, 170–188. doi: 10.1037/0021-9010.93.1.170
7. K.Bezrukova,, K.A.Jehn,, E.L.Zanutto,, & S.M.Thatcher, (2009). Do workgroup faultlines help or hurt? A moderated model of faultlines, team identification, and group performance. Organization Science, 20(1), 35–50. doi: 10.1287/orsc.1080.0379
8. L.D.Bobo,, C.Z.Charles,, M.Krysan,, & A.D.Simmons, (2012). The real record on racial attitudes. In P.V.Marsden (Ed.), Social trends in American life: Findings from the general social survey since 1972 (pp. 28–83). Princeton, NJ: Princeton University Press.
9. G.V.Bodenhausen,, S.K.Kang,, & D.Peery, (2012). Social categorization and the perception of social groups. In S.T.Fiske & C.N.Macrae (Eds.), The Sage handbook of social cognition (pp. 318–336). London: Sage Publications.
10. J.S.Bunderson,, & K.M.Sutcliffe, (2002). Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects. Academy of Management Journal, 45, 875–893. doi: 10.2307/3069319
11. C.Camerer, (2003). Behavioural game theory. Princeton, NJ: Princeton University Press.
12. J.Chatman,, & F.Flynn, (2001). The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Academy of Management Journal, 44, 956–974. doi: 10.2307/3069440
13. J.A.Chatman, (2010). Norms in mixed sex and mixed race work groups. The Academy of Management Annals, 4, 447–484. doi: 10.1080/19416520.2010.494826
14. J.A.Chatman,, J.T.Polzer,, S.G.Barsade,, & M.A.Neale, (1998). Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes. Administrative Science Quarterly, 43, 749–781. doi: 10.2307/2393615
15. J.N.Choi,, & T.Sy, (2010). Group-level organizational citizenship behaviour: Effects of demographic faultlines and conflict in small work groups. Journal of Organizational Behavior, 31(7), 1032–1054.
16. H.Clark, (1996). Using language. Cambridge: Cambridge University Press.
17. C.Cramton, (2001). The mutual knowledge problem and its consequences for dispersed collaboration. Organization Science, 12, 346–371. doi: 10.1287/orsc.12.3.346.10098
18. M.A.Cronin,, & L.R.Weingart, (2007). Representational gaps, information processing, and conflict in functionally diverse teams. Academy of Management Review, 32(3), 761–773. doi: 10.5465/AMR.2007.25275511
19. M.A.Cronin,, L.R.Weingart,, & G.Todorova, (2011). Dynamics in groups: Are we there yet? The Academy of Management Annals, 5, 571–612. doi: 10.1080/19416520.2011.590297
20. K.B.Dahlin,, L.R.Weingart,, & P.J.Hinds, (2005). Team diversity and information use. Academy of Management Journal, 48, 1107–1123. doi: 10.5465/AMJ.2005.19573112
21. D.Dougherty, (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179–202. doi: 10.1287/orsc.3.2.179
22. C.P.Earley,, & E.Mosakowski, (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26–49. doi: 10.2307/1556384
23. A.C.Edmondson,, & E.H.Schein, (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy. San Francisco, CA: John Wiley & Sons.
24. R.Ely,, & T.Thomas, (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46, 229–273. doi: 10.2307/2667087
25. S.Faraj,, & L.Sproull, (2000). Coordinating expertise in software development teams. Management Science, 46(12), 1554–1568. doi: 10.1287/mnsc.46.12.1554.12072
26. A.J.Ferguson,, & R.S.Peterson, (2015). Sinking slowly: Diversity in propensity to trust predicts downward trust spirals in small groups. Journal of Applied Psychology, 100(4), 1012–1024. doi: 10.1037/apl0000007
27. D.M.Fisher,, S.T.Bell,, E.C.Dierdorff,, & J.A.Belohlav, (2012). Facet personality and surface-level diversity as team mental model antecedents: Implications for implicit coordination. Journal of Applied Psychology, 97, 825–841. doi: 10.1037/a0027851
28. H.Gardner,, F.Gino,, & B.Staats, (2012). Dynamically integrating knowledge in teams: Transforming resources into performance. Academy of Management Journal, 55, 998–1022. doi: 10.5465/amj.2010.0604
29. C.B.Gibson,, & J.L.Gibbs, (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 51(3), 451–495.
30. C.Gilligan, (1982). In a different voice: Psychological theory and women's development. Cambridge, MA: Harvard University Press.
31. R.M.Grant, (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109–122. doi: 10.1002/smj.4250171110
32. A.G.Greenwald,, & M.R.Banaji, (1995). Implicit social cognition: Attitudes, self-esteem, and stereotypes. Psychological Review, 102, 4–27. doi: 10.1037/0033-295X.102.1.4
33. Y.R.F.Guillaume,, F.C.Brodbeck,, & M.Riketta, (2012). Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: A meta-analytic integration. Journal of Occupational and Organizational Psychology, 85, 80–115. doi: 10.1111/j.2044-8325.2010.02005.x
34. R.A.Guzzo,, & M.D.Dickson, (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47, 307–338. doi: 10.1146/annurev.psych.47.1.307
35. D.A.Harrison,, & K.J.Klein, (2007). What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32, 1199–1228. doi: 10.5465/AMR.2007.26586096
36. D.A.Harrison,, S.Mohammed,, J.E.McGrath,, A.T.Florey,, & S.W.Vanderstoep, (2003). Time matters in team performance: Effects of member familiarity, entrainment, and task discontinuity on speed and quality. Personnel Psychology, 56(3), 633–669. doi: 10.1111/j.1744-6570.2003.tb00753.x
37. D.A.Harrison,, K.H.Price,, & M.P.Bell, (1998). Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41, 96–107. doi: 10.2307/256901
38. D.A.Harrison,, K.H.Price,, J.H.Gavin,, & A.T.Florey, (2002). Time, teams, and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management Journal, 45, 1029–1045. doi: 10.5465/AMJ.2002.9265944
39. S.Harvey, (2013). A different perspective: The multiple effects of deep-level diversity on group creativity. Journal of Experimental Social Psychology, 49, 822–832. doi: 10.1016/j.jesp.2013.04.004
40. S.Harvey,, & C.Y.Kou, (2013). Collective engagement in creative tasks: The role of evaluation in the creative process in groups. Administrative Science Quarterly, 58(3), 346–386. doi: 10.1177/0001839213498591
41. C.Heath,, & N.Staudenmayer, (2000). Coordination neglect: How lay theories of organizing complicate coordination in organizations. In R.I.Sutton & B.Staw (Eds.), Research in organization behaviour (Vol. 22, pp. 153–193). Greenwich, CT: JAI Press.
42. B.Holmstrom,, & J.Roberts, (1998). Boundaries of the firm revisited. Journal of Economic Perspectives, 12(4), 73–94. doi: 10.1257/jep.12.4.73
43. A.C.Homan,, & L.L.Greer, (2013). Considering diversity: The positive effects of considerate leadership in diverse teams. Group Processes & Intergroup Relations, 16, 105–125. doi: 10.1177/1368430212437798
44. A.C.Homan,, D.van Knippenberg,, G.A.Van Kleef,, & C.K.De Dreu, (2007). Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92(5), 1189–1199. doi: 10.1037/0021-9010.92.5.1189
45. M.J.Hornsey,, & M.A.Hogg, (2000). Assimilation and diversity: An integrative model of subgroup relations. Personality and Social Psychology Review, 4, 143–156. doi: 10.1207/S15327957PSPR0402_03
46. G.P.Huber,, & K.Lewis, (2010). Cross-understanding: Implications for group cognition and performance. Academy of Management Review, 35, 6–26. doi: 10.5465/AMR.2010.45577787
47. Y.J.Huo, (2003). Procedural justice and social regulation across group boundaries: Does subgroup identity undermine relationship-based governance? Personality and Social Psychology Bulletin, 29(3), 336–348. doi: 10.1177/0146167202250222
48. Y.J.Huo,, L.E.Molina,, R.Sawahata,, & J.M.Deang, (2005). Leadership and the management of conflicts in diverse groups: Why acknowledging vs. neglecting subgroup identity matters. European Journal of Social Psychology, 35(2), 237–254. doi: 10.1002/ejsp.243
49. T.A.Ito,, & G.R.Urland, (2003). Race and gender on the brain: Electrocortical measures of attention to the race and gender of multiply categorizable individuals. Journal of Personality and Social Psychology, 85, 616–626. doi: 10.1037/0022-3514.85.4.616
50. S.E.Jackson,, A.Joshi,, & N.L.Erhardt, (2003). Recent research on organizational and team diversity: SWOT analysis and implications. Journal of Management, 29, 801–830. doi: 10.1016/S0149-2063(03)00080-1
51. K.A.Jehn,, & K.Bezrukova, (2004). A field study of group diversity, workgroup context, and performance. Journal of Organizational Behavior, 25(6), 703–729. doi: 10.1002/job.257
52. K.A.Jehn,, G.B.Northcraft,, & M.A.Neale, (1999). Why differences make a difference: A field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44, 741–764. doi: 10.2307/2667054
53. A.Joshi,, & H.Roh, (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52, 599–627. doi: 10.5465/AMJ.2009.41331491
54. E.Kearney,, D.Gebert,, & S.C.Voelpel, (2009). When and how diversity benefits teams: The importance of team members’ need for cognition. Academy of Management Journal, 52, 581–598. doi: 10.5465/AMJ.2009.41331431
55. K.J.Klein,, A.P.Knight,, J.C.Ziegert,, B.C.Lim,, & J.L.Saltz, (2011). When team members’ values differ: The moderating role of team leadership. Organizational Behavior and Human Decision Processes, 114(1), 25–36. doi: 10.1016/j.obhdp.2010.08.004
56. K.J.Klein,, & S.W.Kozlowski, (2000). From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3(3), 211–236. doi: 10.1177/109442810033001
57. M.Knez,, & C.F.Camerer, (1996). Coordination, organizational boundaries, and fads in business practice. Industrial and Corporate Change, 5, 89–112. doi: 10.1093/icc/5.1.89
58. D.C.Lau,, & J.K.Murnighan, (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325–340.
59. K.Lovelace,, D.L.Shapiro,, & L.R.Weingart, (2001). Maximizing cross-functional new product team's innovativeness and constraint adherence: A conflict communications perspective. Academy of Management Journal, 44, 779–793. doi: 10.2307/3069415
60. D.L.Loyd,, C.S.Wang,, K.W.Phillips,, & R.B.Lount, Jr., (2013). Social category diversity promotes premeeting elaboration: The role of relationship focus. Organization Science, 24, 757–772. doi: 10.1287/orsc.1120.0761
61. E.Mannix,, & M.A.Neale, (2005). What differences make a difference? The promise and reality of diverse teams in organizations. Psychological Science in the Public Interest, 6(2), 31–55. doi: 10.1111/j.1529-1006.2005.00022.x
62. J.G.March,, & H.A.Simon, (1958). Organizations. New York, NY: Wiley.
63. J.McGrath, (1984). Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice Hall.
64. B.Meyer,, M.Shemla,, & C.C.Schermuly, (2011). Social category salience moderates effect of diversity faultlines on information elaboration. Small Group Research, 42, 257–282. doi: 10.1177/1046496411398396
65. F.J.Milliken,, & L.L.Martins, (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21(2), 402–434.
66. T.R.Mitchell,, & L.R.James, (2001). Building better theory: Time and the specification of when things happen. Academy of Management Review, 26, 530–547.
67. S.Mohammed,, & D.A.Harrison, (2013). The clocks that time us are not the same: A theory of temporal diversity, task characteristics, and performance in teams. Organizational Behavior and Human Decision Processes, 122, 244–256. doi: 10.1016/j.obhdp.2013.08.004
68. S.Mohammed,, & S.Nadkarni, (2011). Temporal diversity and team performance: The moderating role of team temporal leadership. Academy of Management Journal, 54(3), 489–508. doi: 10.5465/AMJ.2011.61967991
69. S.Mohammed,, & S.Nadkarni, (2014). Are we all on the same temporal page? The moderating effects of temporal team cognition on the polychronicity diversity-team performance relationship. Journal of Applied Psychology, 99(3), 404–422. doi: 10.1037/a0035640
70. F.P.Morgeson,, & D.A.Hofmann, (1999). The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2), 249–265.
71. A.Muira,, & M.Hida, (2004). Synergy between diversity and similarity in group idea generation. Small Group Research, 35, 240–264.
72. A.Nederveen Pieterse,, D.van Knippenberg,, & D.van Dierendonck, (2013). Cultural diversity and team performance: The role of team member goal orientation. Academy of Management Journal, 56, 782–804. doi: 10.5465/amj.2010.0992
73. R.E.Nisbett, (2003). The geography of thought: How Asians and Westerners think differently … and why. New York, NY: Free Press.
74. L.H.Nishii,, & D.M.Mayer, (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94, 1412–1426. doi: 10.1037/a0017190
75. G.Okhuysen,, & K.M.Eisenhardt, (2002). Integrating knowledge in groups: How simple formal interventions enable flexibility. Organization Science, 13(4), 370–386. doi: 10.1287/orsc.13.4.370.2947
76. C.A.O'Reilly III,, D.F.Caldwell,, & W.P.Barnett, (1989). Work group demography, social integration, and turnover. Administrative Science Quarterly, 34(1), 21–37. doi: 10.2307/2392984
77. S.Paletz,, C.D.Schunn,, & K.H.Kim, (2011). Intragroup conflict under the microscope: Micro-conflicts in naturalistic team discussions. Negotiation and Conflict Management Research, 4, 314–351. doi: 10.1111/j.1750-4716.2011.00085.x
78. L.H.Pelled,, K.M.Eisenhardt,, & K.R.Xin, (1999). Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44(1), 1–28. doi: 10.2307/2667029
79. R.S.Peterson,, & K.J.Behfar, (2003). The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study. Organizational Behavior and Human Decision Processes, 92(1), 102–112. doi: 10.1016/S0749-5978(03)00090-6
80. R.S.Peterson,, P.D.Owens,, & P.V.Martorana, (1999). The group dynamics q-sort in organizational research: A new method for studying familiar problems. Organizational Research Methods, 2, 107–139. doi: 10.1177/109442819922001
81. J.Pfeffer, (1983). Organizational demography. Research in Organizational Behavior, 5, 299–357.
82. K.W.Phillips, (2003). The effect of categorically based expectations on minority influence: The importance of congruence. Personality and Social Psychology Bulletin, 29, 3–13. doi: 10.1177/0146167202238367
83. Phillips, K.W., Northcraft, G.B., & Neale, M. A. (2006). Surface-level diversity and decision-making in groups: When does deep-level similarity help. Group Processes and Intergroup Relations, 9(4), 467–482
84. K.W.Phillips,, & D.L.Loyd, (2006). When surface and deep-level diversity collide: The effects on dissenting group members. Organizational Behavior and Human Decision Processes, 99(2), 143–160. doi: 10.1016/j.obhdp.2005.12.001
85. K.W.Phillips,, E.A.Mannix,, M.A.Neale,, & D.A.Gruenfeld, (2004). Diverse teams and information sharing: The effects of congruent ties. Journal of Experimental Social Psychology, 40, 497–510. doi: 10.1016/j.jesp.2003.10.003
86. P.Puranam,, M.Raveendran,, & T.Knudsen, (2012). Organization design: The epistemic interdependence perspective. Academy of Management Review, 37(3), 419–440. doi: 10.5465/amr.2010.0535
87. A.Rattan,, & N.Ambady, (2013). Diversity ideologies and intergroup relations: An examination of colorblindness and multiculturalism. European Journal of Social Psychology, 43, 12–21. doi: 10.1002/ejsp.1892
88. R.Rico,, M.Sánchez-Manzanares,, M.Antino,, & D.Lau, (2012). Bridging team faultlines by combining task role assignment and goal structure strategies. Journal of Applied Psychology, 97(2), 407–420. doi: 10.1037/a0025231
89. F.Rink,, & N.Ellemers, (2006). What can you expect? The influence of gender diversity in dyads on work goal expectancies and subsequent work commitment. Group Processes and Intergroup Relations, 9, 577–588. doi: 10.1177/1368430206067560
90. F.Rink,, & N.Ellemers, (2007a). Diversity as a basis for shared organizational identity: The norm-congruity principle. British Journal of Management, 18, 17–27. doi: 10.1111/j.1467-8551.2007.00523.x
91. F.Rink,, & N.Ellemers, (2007b). The role of expectancies in accepting task-related diversity: Do disappointment and lack of commitment stem from actual differences or violated expectations? Personality and Social Psychology Bulletin, 33, 842–854. doi: 10.1177/0146167207301016
92. J.E.Sawyer,, M.A.Houlette,, & E.L.Yeagley, (2006). Decision performance and diversity structure: Comparing faultlines in convergent, crosscut, and racially homogeneous groups. Organizational Behavior and Human Decision Processes, 99, 1–15. doi: 10.1016/j.obhdp.2005.08.006
93. T.C.Schelling, (1960). The strategy of conflict. Cambridge, MA: Harvard University Press.
94. S.J.Shin,, T.Y.Kim,, J.Y.Lee,, & L.Bian, (2012). Cognitive team diversity and individual team member creativity: A cross-level interaction. Academy of Management Journal, 55, 197–212. doi: 10.5465/amj.2010.0270
95. H.A.Simon, (1947). Administrative behavior. New York, NY: The Free Press.
96. T.L.Simons,, & R.S.Peterson, (2000). Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust. Journal of Applied Psychology, 85(1), 102–111. doi: 10.1037/0021-9010.85.1.102
97. M.L.Snyder,, W.Stephan,, & D.Rosenfeld, (1976). Egotism and attribution. Journal of Personality and Social Psychology, 33, 435–441. doi: 10.1037/0022-3514.33.4.435
98. K.Srikanth,, & P.Puranam, (2011). Integrating distributed work: Task design, communication and tacit coordination mechanisms. Strategic Management Journal, 32(8), 849–875. doi: 10.1002/smj.908
99. K.Srikanth,, & P.Puranam, (2014). The firm as a coordination system: Evidence from software services offshoring. Organization Science, 25(4), 1253–1271. doi: 10.1287/orsc.2013.0886
100. I.D.Steiner, (1972). Group process and productivity. New York, NY: Academic Press.
101. M.M.Stewart,, & P.Garcia-Prieto, (2008). A relational demography model of workgroup identification: Testing the effects of race, race dissimilarity, racial identification, and communication behavior. Journal of Organizational Behavior, 29(5), 657–680. doi: 10.1002/job.523
102. H.Tajfel, (1979). Individuals and groups in social psychology. British Journal of Social and Clinical Psychology, 18(2), 183–190. doi: 10.1111/j.2044-8260.1979.tb00324.x
103. K.Thomas, (1992). Conflict and negotiation processes in organizations. In M.Dunnette & L.Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 3, pp. 651–717). Palo Alto, CA: Consulting Psychologists Press.
104. J.D.Thompson, (1967). Organizations in action. New York, NY: McGraw Hill.
105. M.Tushman,, & D.Nadler, (1978). Information processing as an integrating concept in organization design. Academy of Management Review, 3, 613–624.
106. G.S.Van der Vegt,, & J.S.Bunderson, (2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48(3), 532–547. doi: 10.5465/AMJ.2005.17407918
107. G.S.Van der Vegt,, S.Bunderson,, & B.Kuipers, (2010). Why turnover matters in self-managing work teams: Learning, social integration, and task flexibility. Journal of Management, 36, 1168–1191. doi: 10.1177/0149206309344117
108. G.S.Van der Vegt,, J.S.Bunderson,, & A.Oosterhof, (2006). Expertness diversity and interpersonal helping in teams: Why those who need the most help end up getting the least. Academy of Management Journal, 49(5), 877–893. doi: 10.5465/AMJ.2006.22798169
109. D.Van Knippenberg,, C.K.W.De Dreu,, & A.C.Homan, (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89, 1008–1022. doi: 10.1037/0021-9010.89.6.1008
110. D.L.Van Knippenberg,, & M.Schippers, (2007). Work group diversity. Annual Review of Psychology, 58, 515–541. doi: 10.1146/annurev.psych.58.110405.085546
111. R.Wageman, (1995). Interdependence and group effectiveness. Administrative Science Quarterly, 40(1), 145–180. doi: 10.2307/2393703
112. R.Wageman, (2003). Virtual processes: Implications for coaching the virtual team. In R.S.Peterson & E.A.Mannix (Eds.), Leading and managing people in the dynamic organization (pp. 65–86). Mahwah, NJ: Lawrence Erlbaum Associates.
113. R.Wageman,, C.M.Fisher,, & J.R.Hackman, (2009). Leading teams when the time is right: Finding the best moments to act. Organizational Dynamics, 38(3), 192–203. doi: 10.1016/j.orgdyn.2009.04.004
114. R.Wageman,, H.Gardner,, & M.Mortensen, (2012). The changing ecology of teams: New directions for teams research. Journal of Organizational Behavior, 33(3), 301–315. doi: 10.1002/job.1775
115. W.E.Watson,, K.Kumar,, & L.K.Michaelsen, (1993). Cultural diversity's impact on interaction process and performance: Comparing homogeneous and diverse task groups. Academy of Management Journal, 36, 590–603. doi: 10.2307/256593
116. M.F.Wiersema,, & K.A.Bantel, (1993). Top management team turnover as an adaptation mechanism: The role of the environment. Strategic Management Journal, 14(7), 485–504. doi: 10.1002/smj.4250140702
117. K.Williams,, & C.O'Reilly, (1998). Demography and diversity in organizations: A review of 40 years of research. Research in Organizational Behavior, 20, 77–140.
118. F.R.C.de Wit,, L.Greer,, & K.A.Jehn, (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97(2), 360–390. doi:10.1037/a0024844
119. D.E.Zand, (1972). Trust and managerial problem solving. Administrative Science Quarterly, 17(2), 229–239. doi: 10.2307/2393957
120. M.E.Zellmer-Bruhn,, M.M.Maloney,, A.D.Bhappu,, & R.Salvador, (2008). When and how do differences matter: An exploration of perceived similarity in teams. Organizational Behavior and Human Decision Processes, 107, 41–59. doi: 10.1016/j.obhdp.2008.01.004