SCHOLARLY ARTICLES

  • Team Composition Revisited: Expanding the Team Member Attribute Alignment Approach to Consider Patterns of More Than Two Attributes
  • Better Together – Member Proactivity is Better for Team Performance when aligned with Conscientiousness
  • Kill Chaos with Kindness: Agreeableness Improves Team Performance Under Uncertainty
  • Team Composition Revisited: A Team Member Attribute Alignment Approach
  • Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict
  • A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups
  • A Dynamic Perspective on Diverse Teams – Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance
  • A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups
  • Bringing Status to the Table – Attaining, Maintaining and Experiencing Status in Organisations and Markets
  • Can You Have Too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders
  • Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance
  • Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important
  • Conflict in Small Groups – the Meaning and Consequences of Process Conflict
  • Assessing Political Group Dynamics – A Test of the Groupthink Model
  • Crossing Party Lines – Incorporating Measures of Individual Differences in Groups
  • Emerging Themes From a New Paradigm
  • Evaluating Top Management Teams Within the Investment Management Industry – Applying the Group Dynamics Q-Sort
  • A Look at Groups from the Functional Perspective
  • Does One Rotten Apple Spoil the Barrel? Using a Configuration Approach to Assess the COnflict-Inducing Effects of a High-Neuroticism Team Member
  • Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers
  • Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success
  • Sinking Slowly – Diversity in Propensity to Trust predicts Downward Trust Spirals in Small Groups
  • Focus vs Flecibility – Majority and Minority Can Both Improve Team Performance
  • Leadership and Conflict – Using Power to manage Conflict in Groups for better rather than worse
  • Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust
  • Cultural Intelligence and the Multinational Team Experience – Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?
  • The Slavery Debate in Antebellum America – Cognitive Style, Value Conflict, and the Limits of Compromise
  • The Role of Values in predicting Fairness Judgements and Support of Affirmative Action
  • The Group Dynamics Q-Sort in organisational research – A New Method for Studying Familar Problems
  • The Process of Team Boundary Spanning in Multi-Organisational Contexts
  • The Impact of CEO Personality on Top Management Team Dynamics – One mechanism by which Leadership Affects Organisational Performance
  • Th Functional Perspective as a Lens for Understanding Groups
  • The Elusive Cultural Chameleon – Cultural Intelligence as a New approach to Intercultural Training for the Global Manager
  • The Dynamic Relationship between Perfornace, feedback, trust, and Conflict in Groups – A Longitudinal Study
  • The Critical Role of Conflict Resolution in Teams – A Close Look at the Links between Conflict Type, Conflict Management Strategies, and Team Outcomes