
Maartje SchoutenIowa State University | ISU · Management
Maartje Schouten
PhD
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11
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Publications (11)
Hierarchy conflict, a dispute among members over the rank order of influence in the team, often impairs team processes and outcomes. The current literature often operates from the assumption that self-interest must be high when team members engage in hierarchy conflict. Building on interdependence theory, we propose that hierarchy conflict may also...
Whereas the positive relationship between positive affect in teams and team performance is well established, the relationship between team negative affect and team performance seems to be subject to moderating effects. We focus on the effects of perspective taking as one of these moderators, and posit that perspective taking impedes team performanc...
This study demonstrates that the initial performance expectations of teams, formed even before members are very familiar with each other or the team’s task, are a key determinant of the team’s ultimate success. Specifically, we argue that such early formed beliefs determine the extent to which teams frame their task as a gain or loss context, which...
Hierarchy has the potential to both benefit and harm team effectiveness. In this article, we meta-analytically investigate different explanations for why and when hierarchy helps or hurts team effectiveness, drawing on results from 54 prior studies (N = 13,914 teams). Our findings show that, on net, hierarchy negatively impacts team effectiveness (...
Employees commonly work on short amounts of sleep. This creates a variety of negative effects on their experiences at work as well as their work itself. However, management education is silent on this topic. Recent advances in the research literature as well as recent papers providing guidance for managers dealing with sleepy employees provide cont...
The past decade has seen a burgeoning interest in the role of social networks for employee creativity. This paper extends research in this area by disentangling the unique effects of the size of someone’s network (degree centrality) and the strength of the ties. We show that the effect of either is contingent upon the level of support an employee r...
Research on teams has prompted the development of many alternative taxonomies but little consensus on how to differentiate team types. We show that there is greater consensus on the underlying dimensions differentiating teams than there is on how to use those dimensions to generate categorical team types. We leverage this literature to create a con...
The relation between knowledge and job performance has predominantly been studied through research on expertise. To move beyond expertise, the concept knowledge density is introduced. Knowledge density is defined as the likelihood concepts co-occur in the minds of a community of people. Through a synthesis of the extant literature on specialists an...