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Cited by

• 2002TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING.1,380 cited
• 2003Cohesion and Performance in Groups: A Meta-Analytic Clarification of Construct Relations.1,320 cited
• 2000RACIAL DIVERSITY, BUSINESS STRATEGY, AND FIRM PERFORMANCE: A RESOURCE-BASED VIEW.1,303 cited
• 2009Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups1,246 cited
• 1999MAKING USE OF DIFFERENCE: DIVERSITY, DEBATE, AND DECISION COMPREHENSIVENESS IN TOP MANAGEMENT TEAMS.1,233 cited
• 2002COMPARING ALTERNATIVE CONCEPTUALIZATIONS OF FUNCTIONAL DIVERSITY IN MANAGEMENT TEAMS: PROCESS AND PERFORMANCE EFFECTS.1,019 cited
• 1997The Effects of Top Management Team Size and interaction Norms on Cognitive and Affective Conflict945 cited
• 1999Top management team diversity, group process, and strategic consensus922 cited
• 2010Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis906 cited
• 2007When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator.845 cited
• 2006A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance844 cited
• 2005Interactions Within Groups and Subgroups: The Effects of Demographic Faultlines830 cited