Allison, P. D. (1978). Measures of inequality. American Sociological Review, 43, 865–880.
Article
Google Scholar
Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The moderating role of top management team interdependence: Implications for real teams and working groups. Academy of Management Journal, 50, 544–557.
Article
Google Scholar
Baruch, Y., & Holtom, B. C. (2008). Survey response rate levels and trends in organizational research. Human Relations, 61, 1139–1160.
Article
Google Scholar
Blau, P. M. (1977). Inequality and heterogeneity. New York: Free Press.
Google Scholar
Bliese, P. (2000). Within-group agreement, non-independence, and reliability. In K. Klein & S. Kozlowski (Eds.), Multi-level theory, research, and methods in organizations (pp. 349–381). San Francisco: Jossey-Bass.
Google Scholar
Brislin, R. W. (1980). Translation and content analysis of oral and written material. In H. C. Triandis & J. W. Berry (Eds.), Handbook of cross-cultural psychology (pp. 389–444). Boston: Allyn and Bacon.
Google Scholar
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850.
Article
Google Scholar
Cannella, A. A., Park, J., & Lee, H. (2008). Top management team functional background diversity and firm performance: Examining the roles of team member co-location and environmental uncertainty. Academy of Management Journal, 51, 768–784.
Google Scholar
Carmeli, A. (2008). Top management team behavioral integration and the performance of service organizations. Group and Organization Management, 33, 712–735.
Article
Google Scholar
Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20, 207–218.
Article
Google Scholar
Carmeli, A., & Schaubroeck, J. (2006). Top management team behavioral integration, decision quality, and organizational decline. The Leadership Quarterly, 17, 441–453.
Article
Google Scholar
Chatenier, E. D., Verstegen, J. A. A. M., Biemans, H. J. A., Mulder, M., & Omta, O. S. W. F. (2010). Identification of competencies for professionals in open innovation teams. R&D Management, 40, 271–280.
Article
Google Scholar
Chen, M. H., Chang, Y. C., & Hung, S. C. (2008). Social capital and creativity in R&D project teams. R&D Management, 38, 21–34.
Article
Google Scholar
Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239–290.
Article
Google Scholar
Cook, T. D., & Campbell, D. T. (1979). Quasi-experimentation: Design and analysis for field settings. Chicago: Rand McNally.
Google Scholar
Daghfous, A. (2004). Absorptive capacity and the implementation of knowledge-intensive best practices. SAM Advanced Management Journal, 69, 21–27.
Google Scholar
Deutsch, M. (1973). The resolution of conflict. New Haven: Yale University Press.
Book
Google Scholar
Dumaine, B. (1994). The trouble with teams. Fortune, 130(5), 86–92.
Google Scholar
Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29, 499–517.
Article
Google Scholar
Goodman, J. S., & Blum, T. C. (1996). Assessing the non-random sampling effects of subject attrition in longitudinal research. Journal of Management, 22, 627–652.
Article
Google Scholar
Gully, S. M., Beaubien, J. M., Incalcaterra, K. A., & Joshi, A. (2002). A meta-analysis of team-efficacy, potency and performance: Interdependence and level of analysis as moderators of observed relationships. Journal of Applied Psychology, 87, 819–832.
Article
Google Scholar
Hambrick, D. C. (1994). Top management groups: A conceptual integration and reconsideration of the “team” label. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (pp. 171–214). Greenwich: JAI Press.
Google Scholar
Hambrick, D. C. (1995). Fragmentation and the other problems CEOs have with their top management teams. California Management Review, 37, 110–128.
Article
Google Scholar
Hambrick, D. C. (1998). Corporate coherence and the top management team. In D. C. Hambrick, D. A. Nadler, & M. L. Tushman (Eds.), Navigating change: How CEOs, top teams, and boards steer transformation (pp. 123–140). Boston, MA: Harvard Business School Press.
Google Scholar
Hambrick, D. C. (2007). The field of management’s devotion to theory: Too much of a good thing? Academy of Management Journal, 50, 1346–1352.
Article
Google Scholar
Hau, K. T., & Marsh, H. W. (2004). The use of item parcels in structural equation modeling: Nonnormal data and small sample sizes. British Journal of Mathematical and Statistical Psychology, 57, 327–351.
Article
Google Scholar
Houghton, S. M., Simon, M., & Goldberg, C. B. (2000). No safety in numbers: Persistence of biases and their effects on team risk perception and team decision making. Group and Organization Management, 25, 325–353.
Article
Google Scholar
Huang, C. (2009). Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan. Technovation, 29, 786–797.
Article
Google Scholar
Huang, M., Contractor, N., Huang, Y., Margolin, D., Ognyanova, K., & Shen, C. (2010). The effects of diversity and repeat collaboration on team performance in distributed nonscientist teams. Montreal: Paper presented in the Academy of Management Meeting.
Google Scholar
Hui, C., Lee, C., & Rousseau, D. M. (2004). Employment relationships in China: Do workers relate to the organization or to people. Organization Science, 15, 232–240.
Article
Google Scholar
Hunt, J. W., & Baruch, Y. (2003). Developing top managers: The impact of interpersonal skills training. Journal of Management Development, 22, 729–752.
Article
Google Scholar
Iansiti, M., & West, J. (1999). Technology integration: Turning great research into great products. In M. Iansiti, J. West, H. Chedbrough, & D. J. Teece (Eds.), Harvard business review on managing high-tech industries (pp. 1–29). Boston: Harvard Business School Press.
Google Scholar
Ilgen, D. R., Hollenceck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input–process–output models to IMOI models. Annual Review of Psychology, 56, 517–543.
Article
Google Scholar
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67, 219–229.
Article
Google Scholar
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98.
Article
Google Scholar
Johnson, D. W., & Johnson, R. T. (1989). Cooperation and competition: Theory and research. Edina: Interaction Book Company.
Google Scholar
Kaiser, R., Woodruff, B. A., Bilukha, O., Spiegel, P. B., & Salama, P. (2006). Using design effects from previous cluster surveys to guide sample size calculation in emergency settings. Disasters, 30, 199–211.
Article
Google Scholar
Kearney, E., Gebert, D., & Voelpel, S. C. (2009). When and how diversity benefits teams: The importance of team members’ need for cognition. Academy of Management Journal, 52, 581–598.
Article
Google Scholar
Keller, R. T. (1994). Technology-information processing fit and the performance of R&D project groups: A test of contingency theory. Academy of Management Journal, 37, 167–179.
Google Scholar
Kim, Y., Min, B., & Cha, J. (1999). The roles of R&D team leaders in Korea: A contingent approach. R&D Management, 29, 153–165.
Article
Google Scholar
Kirkbride, P. (2006). Developing transformational leaders: The full range leadership model in action. Industrial and Commercial Training, 38, 23–32.
Article
Google Scholar
Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58–74.
Google Scholar
Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology (pp. 333–375). Hoboken: John Wiley and Sons.
Google Scholar
Lessem, R., & Baruch, Y. (2000). Testing the SMT and Belbin inventories in top management teams. Leadership and Organization Development Journal, 21(2), 75–83.
Article
Google Scholar
Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. (2008). Transformational leadership’s role in promoting corporate entrepreneurship: Examining the CEO-TMT interface. Academy of Management Journal, 51, 557–576.
Article
Google Scholar
Lubatkin, M., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance on small- to medium-sized firms: The pivotal role of TMT behavioral integration. Journal of Management, 32, 646–672.
Article
Google Scholar
Magni, M., Proserpio, L., Hoegl, M., & Provera, B. (2009). The role of team behavioral integration and cohesion in shaping individual improvisation. Research Policy, 38, 1044–1053.
Article
Google Scholar
Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34, 410–476.
Article
Google Scholar
McGrath, J. E. (1964). Social psychology: A brief introduction. New York: Holt, Rinehart and Winston.
Google Scholar
Miller, L. K., & Hamblin, R. L. (1963). Interdependence, differential rewarding, and productivity. American Sociological Review, 28, 768–777.
Article
Google Scholar
Mohammed, S., & Dumville, B. (2001). Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries. Journal of Organizational Behavior, 22, 89–106.
Article
Google Scholar
Mooney, A., & Sonnenfeld, J. (2001). Exploring antecedents to conflict during strategic decision making: The importance of behavioral integration. Paper presented in the Academy of Management Meeting. Washington, DC: BPS Division.
Google Scholar
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2000). Human resource management: Gaining a competitive advantage. New York: McGraw-Hill, Inc.
Google Scholar
O’Reilly, C. A., Caldwell, D. F., & Barnett, W. P. (1989). Work group demography, social integration, and turnover. Administrative Science Quarterly, 34, 21–37.
Article
Google Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington: Lexington Books.
Google Scholar
Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Administrative Science Quarterly, 59, 34–72.
Article
Google Scholar
Peters, L., & Karren, R. J. (2009). An examination of the roles of trust and functional diversity on virtual team performance ratings. Group and Organization Management, 34, 479–504.
Article
Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.
Article
Google Scholar
Ramamoorthy, N., & Flood, P. C. (2004). Gender and employee attitudes: The role of organizational justice perceptions. British Journal of Management, 15, 247–258.
Article
Google Scholar
Shea, G. P., & Guzzo, R. A. (1987). Groups as human resources. In K. M. Rowland & G. R. Ferris (Eds.), Research in personnel and human resources management (pp. 323–356). Greenwich: JAI Press.
Google Scholar
Shin, S. J., & Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92, 1709–1721.
Article
Google Scholar
Siegel, P. A., & Hambrick, D. C. (1996). Business strategy and the social psychology of top management teams. In P. Shrivastava, A. Huff, & J. Dutton (Eds.), Advances in strategic management (pp. 91–119). Greenwich: JAI Press.
Google Scholar
Simsek, Z., Lubatkin, M., Veiga, J., & Dino, R. (2005). Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 48, 69–84.
Article
Google Scholar
Smith, K. G., Smith, K. A., Olian, J. D., Sims, H. P., O’Bannon, D. P., & Scully, J. A. (1994). Top management team demography and process: The role of social integration and communication. Administrative Science Quarterly, 39, 412–438.
Article
Google Scholar
Somech, A., Desivilya, H. S., & Lidogoster, H. (2008). Team conflict management and team effectiveness: The effects of task interdependence and team identification. Journal of Organizational Behavior, 30, 359–378.
Article
Google Scholar
Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43, 135–148.
Google Scholar
Subin, I., & Workman, J. P. (2004). Market orientation, creativity, and new product performance in high-technology firms. Journal of Marketing, 68, 114–132.
Article
Google Scholar
Tekleab, A. G., Karaca, A., Quigley, N. R., & Tsang, E. W. K. (2016). Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning. Journal of Business Research, 69, 3500–3507.
Article
Google Scholar
Thamhain, H. J. (2003). Managing innovative R&D teams. R&D Management, 33, 297–311.
Article
Google Scholar
Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill Book Company.
Google Scholar
Tjosvold, D., Tang, M. M. L., & West, M. (2004). Reflexivity for team innovation in China: The contribution of goal interdependence. Group and Organization Management, 29, 540–559.
Article
Google Scholar
Van der Vegt, G. S., Emans, B. J. M., & van de Vliert, E. (2000). Affective responses to intragroup interdependence and job complexity. Journal of Management, 26, 633–655.
Van der Vegt, G. S., & Janssen, O. (2003). Joint impact of interdependence and group diversity on innovation. Journal of Management, 29, 729–751.
Article
Google Scholar
Van der Vegt, G. S., van de Vliert, E., & Oosterhof, A. (2003). Informational dissimilarity and OCB: The role of intrateam interdependence and team identification. Academy of Management Journal, 46, 715–727.
Von Hippel, E. (1988). The sources of innovation. New York: Oxford University Press.
Google Scholar
Von Hippel, E. (2005). Democratizing innovation. Cambridge: MIT Press.
Book
Google Scholar
Wageman, R. (1995). Interdependence and group effectiveness. Administrative Science Quarterly, 40, 145–180.
Article
Google Scholar
Wageman, R. (2001). How leaders foster team self-management: The relative effects of design activities and hands-on coaching. Organization Science, 12, 559–577.
Google Scholar
Weldon, E., & Weingart, L. (1993). Group goals and group performance. British Journal of Social Psychology, 32, 307–334.
Article
Google Scholar
Zellmer-Bruhn, M., & Gibson, C. B. (2006). Team strategic context: Implications for process and performance. Academy of Management Journal, 49, 501–518.
Article
Google Scholar
Zhang, Y., Zeng, D., Zhang, L., & Lu, L. Y. (2007b). R&D team governance and R&D performance: Empirical evidence from Chinese software enterprises. Journal of Technology Management in China, 2, 71–83.
Article
Google Scholar
Zhang, Z. X., Hempel, P. S., Han, Y. L., & Tjosvold, D. (2007a). Transactive memory system links team characteristics and performance. Journal of Applied Psychology, 92, 1722–1730.
Article
Google Scholar