Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment. Journal of Applied Psychology, 83(1), 247–260.
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision-making: Resolving a paradox for top management teams. Academy of Management Journal, 39 (1), 123-148.
Amason, A.C., & Mooney, A. C. (1999). The effects of past performance on top management team conflict in strategic decision-making. International Journal of Conflict Management, 10, 340-359.
Austin, J. R. (1997). A cognitive framework for understanding demographic influences in groups. International Journal of Organizational Analysis, 5(4), 342–359
Bachrach, D. G., Powell, B. C., & Bendoly, E. (2006). Organizational citizenship behavior and performance evaluations: Exploring the impact of task interdependence. Journal of Applied Psychology, 91, 193–201.
Baron, R. M., and Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
Beersma, B., Hollenbeck, J. R., Humphrey, S. E., Moon, H., Conlon, D. E., & Ilgen, D. R. (2003). Cooperation, competi-tion, and team performance: Toward a contingency approach. Academy of Management Journal, 46(1), 572–590.
Blau, P. (1964). Exchange and power in social life. New York: Wiley
Boies, K., & Howell, J. M. (2006). Leader–member exchange in teams: An examination of the interaction between rela-tionship differentiation and mean LMX in explaining team-level outcomes. Leadership Quarterly, 17, 246 –257
Bowerman, B. L., & O’Connell, R. T. (1990). Linear Statistical Models: An Applied Approach, Second Edition, Duxbury Press, Belmont, California.
Byrne, D. (1971). The attraction paradigm. New York: Academic Press.
Choi, J. N., & Chang, J. Y. (2009). Innovation implementation in the public sector: an integration of institutional and col-lective dynamics. Journal of Applied Psychology, 94 (2), 245–253.
Cogliser, C. A., & Schriesheim, C. A. (2000). Exploring work unit context and leader-member exchange: A multi-level perspective. Journal of Organizational Behavior, 21, 487–511
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. (2005). Team diversity and information use. Academy of Management Jour-nal, 48(4), 1107–1123.
Devine, D. J. (1999). Effects of cognitive ability, task knowledge, information sharing, and conflict on group decision–making effectiveness. Small Group Research, 30(2), 608–634.
De Dreu, C. K. W., & Van Vianen, A. E. M. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22(3), 309–328.
De Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Ap-plied Psychology, 97(3), 360–390.
Ely, R. J. (1994). The effects of organizational demographics and social identity on relationships among professional women. Administrative Science Quarterly, 39 (2), 203–238.
Galinsky, A. D., Todd, A. R., Homan, A. C., Phillips, K. W., Apfelbaum, E. P., Sasaki, S. J. & Maddux, W. W. (2015). Maximizing the gains and minimizing the pains of diversity: A policy perspective. Perspectives on Psychological Sci-ence, 10(1), 742–748.
Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader– member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(2), 827– 844.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member ex-change (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quar-terly, 6(2), 219-247.
Harris, K. J., Kacmar, K. M., Zivnuska, S., & Shaw, J. D. (2007). The impact of political skill on impression management effectiveness. Journal of Applied Psychology, 92(1), 278–285.
Harrison, D. A., & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, Briarcliff Manor, NY, 32, 1199- 1228.
Hartono, B., Dzulfikar, L., & Damayanti, R. (2020). Impact of team diversity and conflict on project performance in indo-nesian start-ups. Journal of Industrial Engineering and Management, 13(1), 155-178.
Horwitz, S. K., & Horwitz, I. B. (2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography, Journal of Management, 33, 967-1015.
Ilgen, D. R., Hollenbeck, J.R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input-process-output mod-els to IMOI models. Annual Review of Psychology, 56(2), 517–543.
Jackson, S. E., & Joshi, A. (2003). Diversity in social context: A multi-attribute, multi-level analysis of team diversity and performance in a sales organization. Unpublished manuscript, Rutgers University, New Brunswick, NJ.
Jackson, S. E., May, K. E., & Whitney, K. (1995). Under the dynamics of diversity in decision-making teams. In R. A. Guzzo and E. Salas (Eds.), Team effectiveness and decision making in organizations (pp. 204–261). San Francisco: Jossey-Bass
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Sci-ence Quarterly, 40(2), 256-282.
Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference, A field study of diversity, con-flict, and performance in workgroups. Administrative Science Quarterly, 44(4), 741–763.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44, 238-51.
Jehn, K., Northcraft, G., & Neale, M. (1999). Why differences make a difference: a field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44(4), 741–763.
Karambaya, R. (1989). Contexts for organizational citizenship behaviors: Do high performing and satisfying units have better ‘citizens.’ Unpublished manuscript, York University, North York, Ontario, Canada.
Karambaya, R. (1990). Work unit characteristics with implications for organizational citizenship behavior. Working pa-per, York University, North York, Ontario.
Klein, K., Knight, A., Ziegert, J., Lim, B. & Saltz, J. (2011). When team members’ values differ: the moderating role of team leadership, Organizational Behavior and Human Decision Processes, 114 (1), 25-36.
Koslowsky, M., & Pindek, S. (2011). Impression management: influencing perceptions of self,” in Theories in social psy-chology, ed. D. Chadee (Hoboken, NJ: Wiley-Blackwell), 280–296.
Lee, C.-C., Lee, Y., Chen, H., Hsieh, P., Yeh, Y., & Lin, M. (2014). The impact of team diversity, task interdependence, team conflict, and team cooperation on job performance: Using real estate brokers as examples. International Journal of Management and Sustainability, 3(2), 415-432.
Leonard, J. S., Levine, D. I., & Joshi, A. (2004). Do birds of a feather shop together? The effects on performance of em-ployees' similarity with one another and with customers. Journal of Organizational Behavior, 25(3), 731-754.
LePine, J.A., & Van Dyne, L. (1998). Predicting voice behavior in work groups, Journal of Applied Psychology, 83(6), 853–868.
Liang, T.P., Liu, C.C., Lin, T.M., & Lin, B. (2007). Effect of team diversity on software project performance. Industrial Management and Data Systems 107(5), 636–653.
Lin, C. P. (2008). Clarifying the relationship between organizational citizenship behaviors, gender, and knowledge sharing in workplace organizations in Taiwan. Journal of Business & Psychology, 22, 241–250.
Lovell, S. E., Kahn, A. S., Anton, J., Davidson, A., Dowling, E., Post, D., & Mason, C. (1999). Does gender affect the link between organizational citizenship behavior and performance evaluation? Sex Role, 41(5/6), 469–478.
MacKenzie, S.B., Podsakoff, P.M., & Paine, J.B. (1999). Do citizenship behaviors matter more for managers than for salespeople? Journal of the Academy of Marketing Science, 27(2), 396-410.
Martin, J. (1992). Cultures in organizations: Three perspectives. New York: Oxford University Press.
Menard, S. (1995). Applied logistic regression analysis. Thousand Oaks: Sage University paper series on quantitative ap-plications in the social sciences, 07-106.
Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21, 402-433.
Muchinsky, P.M., & Monahan, C. J. (1987). What is Person environment Congruence? Supplementary versus Comple-mentary Model of Fit, Journal of Vocational Behavior, 31(3), 268-277.
Neuman, G.A., & Wright, J. (1999). Team effectiveness: Beyond skill and cognitive ability. Journal of Applied Psycholo-gy, 84, 376-389.
Nishii, L. H., & Mayer, D. M. (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(2), 1412–1426.
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.
Owens, D. A., & Neale, M. (1999). The dubious benefit of group heterogeneity in highly uncertain situations: Too much of a good thing? Working paper, School of Business, Vanderbilt University.
Phillips, K. W., Duguid, M., Thomas‐Hunt, M., & Uparna, J. (2012). Diversity as knowledge exchange: The roles of in-formation processing, expertise, and status. In Q. M. Roberson (Ed.), The Oxford handbook of diversity and work (pp. 157–178). New York, NY: Oxford University Press.
Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and qual-ity of work group performance. Journal of Applied Psychology, 82(2), 262–270.
Robbins, S.P. (2000). Managing organizational conflict: A nontraditional approach. (9th Ed). Englewood Cliffs, NJ: Pren-tice Hall.
Roberson, Q., Ryan, A.M., & Ragins, B.R. (2017). The evolution and future of diversity at work. Journal of Applied Psy-chology, 102(3), 483-502.
Rollinson, D. (2002). Organizational behavior. Boston: Addison Wesley.
Sacco, J. M., & Schmitt, N. (2005). A dynamic multilevel model of demographic diversity and misfit effects. Journal of Applied Psychology, 90, 203-231.
Sadri, G., & Tran, H. (2002). Managing your diverse workforce through improved communication. Journal of Manage-ment Development, 21(3/4), 227-243.
Schaffer, B. S., & Riordan, C. M. (2013). Relational demography in supervisor‐subordinate dyads: An examination of dis-crimination and exclusionary treatment. Canadian Journal of Administrative Sciences, 30(1), 3– 17
Schein, E. (1985). Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA.
Simons, S., & K. Rowland. (2011). Diversity and Its Impact on Organizational Performance: The Influence of Diversity Constructions on Expectations and Outcomes. Journal of Technology Management & Innovation 6(3), 71–77.
Stewart, M. M., & Johnson, O.E. (2009). Leader–Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance, Group & Organization Management, 34(5), 507-535.
Tajfel, H., and Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel, and W. Austin (Eds.), Psychology of intergroup relations, 2(1), 7–24.
Tekleab, A. G., & Quigley, N. R. (2014). Team deep-level diversity, conflict, and team members' affective reactions: A cross-level investigation. Journal of Business Research, 67(3), 394-402.
Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D., & Wetherell, M. S. (1987). Rediscovering the social group: A self‐ categorization theory. Oxford, UK: Blackwell.
Tziner, A. (1985). How team composition affects task performance: Some theoretical insights. Psychological Reports, 57, 1111–1119.
Uhl-Bien, M., Graen, G., & Scandura, T. (2000). Implications of leader-member exchange (LMX) for strategic human re-source management systems: Relationships as social capital for competitive advantage. In G. Ferris (Ed.), Research in personnel and human resources management, 18: (137-186). Greenwich, CT: JAI Press.
Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader–member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), 295-316.
Van Dijk, H., van Engen, M. L., & van Knippenberg, D. (2012). Defying conventional wisdom: A meta-analytical exami-nation of the differences between demographic and job-related diversity relationships with performance. Organiza-tional Behavior and Human Decision Processes, 119, 38-53.
Van Knippenberg, D., & Schippers, M. C. 2007. Work group diversity. Annual Review of Psychology, 58(3), 515-541.
Van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An inte-grative model and research agenda. Journal of Applied Psychology, 89, 1008-1022.
Verderber, K.S., & Verderber, R.F. (2008). Communicate. 12th Edition. Belmont, California: Wadsworth.
van Vianen, A. E. M., & De Dreu, C. K. W. (2001). Personality in teams: Its relationship to social cohesion, task cohesion, and team performance. European Journal of Work and Organizational Psychology, 10(2), 97–120.
Vilela, B. B., Varela Gonzalez, J. A., & Ferrin, P. F. (2008). Person-organization fit, OCB and performance appraisal: Evi-dence from matched supervisor-salesperson data set in a Spanish context. Industrial Marketing Management, 37(4), 1005–1019.
Webber, S. S., & Donahue, L. M. (2001). Impact of highly and less job-related diversity on work group cohesion and per-formance: a meta-analysis. Journal of Management, 27(2), 141-162.
Wei, Y.C. (2014). The Benefits of Organizational Citizenship Behavior for Job Performance and the Moderating Role of Human Capital, International Journal of Business and Management, 9(7), 87-99.
Woehr, D. J., Arciniega, L. M., & Poling, T. L. (2013). Exploring the effects of value diversity on team effectiveness. Journal of Business and Psychology, 28 (1), 107-121.
Wu, G., Zhao, X., Zuo, J., & Zillante, G. (2018). Effects of contractual flexibility on conflict and project success in mega-projects. International Journal of Conflict Management, 29(2), 253-278.