Citation map · Study

SZodixStudyAcademic Library

Shelves Open access

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

It Depends: Environmental Context and the Effects of Faultlines on Top Management Team Performance

16 references·16 citing·36 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
2001Econometric Analysis of Cross Section and Panel Data27,575 cited
2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
2000An Integrative Theory of Intergroup Conflict12,493 cited
1979The Social psychology of intergroup relations11,504 cited
1988Organizations: Rational, Natural, and Open Systems5,191 cited
1972The attraction paradigm4,369 cited
2000Social Identity and Self-Categorization Processes in Organizational Contexts4,031 cited
1967Differentiation and Integration in Complex Organizations3,935 cited
1984Dimensions of Organizational Task Environments3,912 cited
1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite3,526 cited
1996Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups3,412 cited
1979In-group bias in the minimal intergroup situation: A cognitive-motivational analysis.3,398 cited
1999Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups3,358 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

1995

Diversification's effect on firm value

3,069 cited

1980Organizations and Environments2,977 cited

Cited by

2017Top management team faultlines and firm performance: Examining the CEO-TMT interface181 cited
2020Strategic Leadership Systems: Viewing Top Management Teams and Boards of Directors from A Multiteam Systems Perspective127 cited
2017The Curvilinear Relationship Between Ethical Leadership and Team Creativity: The Moderating Role of Team Faultlines119 cited
2017Diversity and Inequality in Management Teams: A Review and Integration of Research on Vertical and Horizontal Member Differences100 cited
2018Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship80 cited
2019Team tenure and team performance: A meta‐analysis and process model79 cited
2015A multilevel perspective on faultlines: Differentiating the effects between group- and organizational-level faultlines.76 cited
2018The Effects of TMT Faultlines and CEO-TMT Power Disparity on Competitive Behavior and Firm Performance66 cited
2022The Background on Executive Background: An Integrative Review64 cited
2019Performance feedback and problemistic search: The moderating effects of managerial and board outsiderness61 cited
2022Cognitive Diversity at The Strategic Apex: Assessing Evidence on the Value of Different Perspectives and Ideas among Senior Leaders59 cited
2022Female executives and multinationals’ support of the UN's sustainable development goals58 cited
2022Faults and Faultlines: The Effects of Board Faultlines on CEO Dismissal58 cited
2018Multidimensionality: A Cross-Disciplinary Review and Integration56 cited
2017Informational Faultlines, Integrative Capability, and Team Creativity54 cited
2023The influence of top management team gender diversity on firm performance during stable periods and economic crises: An instrumental variable analysis52 cited