000			01440naa a2200205uu 4500
001			8082217115210
003			OSt
005			20190211164217.0
008			080822s2008 xx ||||gr |0|| 0 eng d
100	1		_aRICO, Ramón _935442
245	1	0	_aThe Effects of diversity faultlines and team task autonomy on decision quality and social integration
260			_aLondon, UK : _bSage Publications, _cFebruary 2007
520	3		_aThis study examines the effects of diversity faultlines stemming from educational background and conscientiousness on team decision quality and social integration and the moderating role of team task autonomy. Using a 2 x 2 (Weak/Strong Faultlines x Low/High Team Task Autonomy) factorial design, 52 four-person teams performed a decision-making task. Diverse weak-faultline teams performed better and reported higher levels of social integration than did strong-faultline teams. Team task autonomy moderated these effects, showing that the differences become significant only under high autonomy conditions. Implications for team diversity research and design and management of work teams are discussed
700	1		_aMOLLEMAN, Eric _935443
700	1		_aSÁNCHEZ-MANZANARES, Miriam _935444
700	1		_aVAN DER VEGT, Gerben S _922809
773	0	8	_tJournal of Management : J.O.M _g33, 1, p. 111-132 _dLondon, UK : Sage Publications, February 2007 _xISSN 01492063 _w
942			_cS
998			_a20080822 _b1711^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27352 _d27352
041			_aeng