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

De Dreu, C.K.W. and West, Michael (2001) Minority dissent and team innovation:the importance of participation in decision making. Journal of Applied Psychology, 86 (6). pp. 1191-1201. ISSN 0021-9010

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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)

Item Type: Article
Journal or Publication Title: Journal of Applied Psychology
Subjects: H Social Sciences > HD Industries. Land use. Labor
Departments: Lancaster University Management School > Lancaster University Management School - Other > Centre for Performance-Led HR
ID Code: 55789
Deposited By: ep_importer_pure
Deposited On: 13 Jul 2012 10:17
Refereed?: Yes
Published?: Published
Last Modified: 09 Apr 2014 23:47
Identification Number:
URI: http://eprints.lancs.ac.uk/id/eprint/55789

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