Home > Research > Publications & Outputs > Minority dissent and team innovation

Research

Links

Text available via DOI:

View graph of relations

Minority dissent and team innovation: the importance of participation in decision making

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

Minority dissent and team innovation: the importance of participation in decision making. / De Dreu, C.K.W. ; West, Michael.
In: Journal of Applied Psychology, Vol. 86, No. 6, 12.2001, p. 1191-1201.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

De Dreu, CKW & West, M 2001, 'Minority dissent and team innovation: the importance of participation in decision making', Journal of Applied Psychology, vol. 86, no. 6, pp. 1191-1201. https://doi.org/10.1037/0021-9010.86.6.1191

APA

De Dreu, C. K. W., & West, M. (2001). Minority dissent and team innovation: the importance of participation in decision making. Journal of Applied Psychology, 86(6), 1191-1201. https://doi.org/10.1037/0021-9010.86.6.1191

Vancouver

De Dreu CKW, West M. Minority dissent and team innovation: the importance of participation in decision making. Journal of Applied Psychology. 2001 Dec;86(6):1191-1201. doi: 10.1037/0021-9010.86.6.1191

Author

De Dreu, C.K.W. ; West, Michael. / Minority dissent and team innovation : the importance of participation in decision making. In: Journal of Applied Psychology. 2001 ; Vol. 86, No. 6. pp. 1191-1201.

Bibtex

@article{6342ffade7e74da5881e34da26c6fc0e,
title = "Minority dissent and team innovation: the importance of participation in decision making",
abstract = "This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)",
author = "{De Dreu}, C.K.W. and Michael West",
year = "2001",
month = dec,
doi = "10.1037/0021-9010.86.6.1191",
language = "English",
volume = "86",
pages = "1191--1201",
journal = "Journal of Applied Psychology",
issn = "0021-9010",
publisher = "American Psychological Association Inc.",
number = "6",

}

RIS

TY - JOUR

T1 - Minority dissent and team innovation

T2 - the importance of participation in decision making

AU - De Dreu, C.K.W.

AU - West, Michael

PY - 2001/12

Y1 - 2001/12

N2 - This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

AB - This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

U2 - 10.1037/0021-9010.86.6.1191

DO - 10.1037/0021-9010.86.6.1191

M3 - Journal article

VL - 86

SP - 1191

EP - 1201

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 6

ER -