2024 |
Mitchell R, Gu J, Boyle B, 'The impact of leader member exchange quality and differentiation on counterproductive and citizenship behavior in health care teams', Health Care Management Review, 49 86-93 (2024) [C1]
Background Organizational citizenship behavior (OCB) may increase service quality. In contrast, counterproductive work behavior (CWB) may undermine patient safety. Efforts to incr... [more]
Background Organizational citizenship behavior (OCB) may increase service quality. In contrast, counterproductive work behavior (CWB) may undermine patient safety. Efforts to increase OCB and reduce CWB rely on a good understanding of their antecedents, yet there is a lack of research in health care to inform such endeavors. Purpose The aim of this study was to investigate the role of leadership, specifically leader-member exchange (LMX), in reducing CWB and increasing OCB in health care teams. Methodology/Approach Team survey data were collected from 75 teams in U.S. health services organizations. Polynomial regression and response surface analysis was used to investigate our hypotheses. Results For OCB, the response surface along the line of incongruence (a3) was positive and significant, and for CWB, a3 was negative and significant. Conclusion The results of polynomial regression and response surface analysis indicate that OCB increases when LMX quality is high and that LMX differentiation is comparatively lower. In contrast, CWB increases when LMX differentiation is high, whereas LMX quality is lower. Practice Implications These findings provide useful suggestions to promote valuable extra-role behaviors in health care teams. Health care team leaders should aim to develop strong exchange relationships with all members if they wish to increase citizenship behavior and decrease counterproductive behavior. Building positive exchange relationships with only a few team members is likely to undermine citizenship behavior and increase counterproductive behavior.
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Nova |
2024 |
Patel P, Bhanugopan R, Sinha P, Prikshat V, Boyle B, 'Home country and firm-specific advantage influences on HRM replication versus adaptation in EMNEs operating in advanced economies: A qualitative comparative analysis', Journal of Business Research, 170 (2024) [C1]
This article examines a variety of home and host-country factors and explains how they influence the global integration versus local adaptation of human resource management (HRM) ... [more]
This article examines a variety of home and host-country factors and explains how they influence the global integration versus local adaptation of human resource management (HRM) in subsidiaries of emerging multinational enterprises (EMNEs) in advanced economies. The study draws on data collected from 15 multiple case studies using semi-structured interviews with senior directors and managers working in Australian subsidiaries of Indian multinational enterprises (MNEs) operating in the information technology (IT) services industry. The findings reveal that despite originating from weak institutions, Indian IT service MNEs do not face hurdles in replicating their home-country HRM model to their subsidiaries in Australia. International staffing of expatriates was a key industry-specific resource and capability enabling reverse country-of-origin effect to allow the Australian subsidiaries to be managed ethnocentrically. This article challenges the notion that EMNEs struggle to adapt their indigenous HRM systems and model due to weak institutions as it sheds light on the reverse relationship that exists between management practices and country-of-origin in leveraging home-country institutions. It also demonstrates that EMNEs derive competitive advantages mainly from their traditional firm and industry-specific resources and capabilities which allow them to achieve global integration of HRM.
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Nova |
2024 |
Maley JF, Mitchell R, Boyle B, McNeil K, Trau R, 'Two sides of the same coin: Appraising job-related attributes as resilience enhancing or undermining', HUMAN RESOURCE MANAGEMENT JOURNAL, 34 74-90 (2024) [C1]
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2024 |
Mitchell R, Gu J, Boyle B, 'Suspicion, inclusive leadership and team innovation: A motivated information processing approach', Journal of Business Research, 172 114399-114399 (2024) [C1]
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Nova |
2024 |
Biswas KK, Boyle B, Bhardwaj S, Patel P, 'Managerial religiosity, attitudes towards women as managers and supportive HR practices', International Journal of Emerging Markets, 19 154-169 (2024) [C1]
Purpose: The authors' study aims to examine to what extent managerial religiosity does influence human resource (HR) managers' attitudes towards women as managers (ATWM)... [more]
Purpose: The authors' study aims to examine to what extent managerial religiosity does influence human resource (HR) managers' attitudes towards women as managers (ATWM), and whether such posi(nega)tive attitudes can facilitate or impede the adoption of supportive HR practices (SHRP). Design/methodology/approach: This study empirically examines a theoretical model by employing partial least squares-based structural equation modelling (PLS-SEM) using quantitative survey data from 182 HR managers in Bangladesh. Findings: The authors' findings reveal that individual religiosity may adversely affect HR managers' attitudes towards recognising women as managers, and such stereotyped attitudes, in turn, may attenuate the adoption of supportive HR practices in organisations operating particularly in highly religious socio-culture environments. Research limitations/implications: The findings¿of the authors based on self-report, cross-sectional survey data collected from HR managers/equivalent working in the Bangladeshi organisations may unlikely to predict the ATWM held by the top leaders in organisations and other employees in similar socio-cultural settings. Practical implications: The authors' findings suggest that religiosity cannot be ignored in management development and recruitment processes for HR managers, particularly in a society characterised by relatively weaker formal institutions and people with a higher degree of religiosity. Originality/value: To the best of the authors' knowledge, this study is the first attempt explicating how top management's religiosity interacts with the attitudes towards the acceptance of women as managers and how such attitudes can influence the adoption of supportive HR practices.
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2023 |
Halliwell PR, Mitchell RJ, Boyle B, 'Leadership effectiveness through coaching: Authentic and change-oriented leadership.', PLoS One, 18 e0294953 (2023) [C1]
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2022 |
Halliwell P, Mitchell R, Boyle B, 'Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour a leadership coaching study', Leadership and Organization Development Journal, 43 39-56 (2022) [C1]
Purpose: The purpose of this paper is to investigate interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour follow... [more]
Purpose: The purpose of this paper is to investigate interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour following participation in leadership coaching. Design/methodology/approach: Organisational leaders (coachees) (N¿=¿70) and their subordinates (N¿=¿175) completed online questionnaires pre- and post-coaching. To account for pre-coaching scores, construct latent change scores were assessed using partial least squares structural equation modelling (PLS-SEM). Findings: Results indicate a positive association between enhanced emotional intelligence and leadership self-efficacy, however, little support was found for leadership self-efficacy as a mediator explaining an association between enhanced emotional intelligence and task-oriented leadership behaviour. Practical implications: Organisations aiming to improve leader performance through enhancing emotional intelligence and leadership self-efficacy may find value in leadership coaching due to the intervention's positive effect on these constructs, and the positive association observed between developmental changes in these constructs. Originality/value: Research on the interrelation between emotional intelligence and leadership self-efficacy is scarce. This study extends the literature by investigating the interrelation between developmental changes between these constructs brought about by leadership coaching using latent change scores and PLS-SEM. The study also assesses whether enhanced leadership self-efficacy mediates an association between enhanced emotional intelligence and task-oriented leadership behaviour building on the literature explaining coaching's effect mechanisms.
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Nova |
2022 |
Mitchell R, Boyle B, Snell L, 'The curvilinear effect of professional faultlines on team innovation: The pivotal role of professional identity threat', APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE, 71 296-311 (2022) [C1]
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Nova |
2022 |
Mitchell R, Gu J, Boyle B, 'What do they think of me? Professional diversity, meta-stereotype negativity, suspicion, and counterproductive work behaviour', HUMAN RESOURCE MANAGEMENT JOURNAL, 32 864-889 (2022) [C1]
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2021 |
Mitchell R, Boyle B, 'Professional faultlines and interprofessional differentiation in multidisciplinary team innovation: The moderating role of inclusive leadership.', Health Care Manage Rev, 46 332-340 (2021) [C1]
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Nova |
2021 |
Biswas K, Boyle B, Bhardwaj S, 'Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity a mediated model approach', Evidence-based HRM, 9 18-33 (2021) [C1]
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Nova |
2021 |
Mitchell R, Boyle B, 'Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation', Human Resource Management Journal, 31 358-374 (2021) [C1]
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Nova |
2021 |
Halliwell P, Mitchell R, Boyle B, 'Leadership coaching s efficacy and effect mechanisms a mixed-methods study', Coaching: An International Journal of Theory, Research and Practice, (2021) [C1]
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Nova |
2021 |
Mitchell R, Boyle B, Nicholas S, 'Team innovative capability: Does positive mood unlock the innovative potential of environmental cues?', Journal of Business Research, 126 376-384 (2021) [C1]
Drawing on team innovation and mood-as-information theories, this paper develops a moderated mediation model to explain the effect of environmental dynamism on team innovative cap... [more]
Drawing on team innovation and mood-as-information theories, this paper develops a moderated mediation model to explain the effect of environmental dynamism on team innovative capability. We argue that this effect occurs through an increase in cognitive diversity and is contingent on positive mood, which engenders a more expansive and flexible approach to problem solving. Data collected through a survey-based study of 63 US healthcare teams generates support for our arguments that environmental dynamism increases innovative capability and does so through cognitive diversity. Further, our data suggest that this path only exists when teams are characterized by positive mood. Overall, we find support for a moderated mediation model in which environmental dynamism increases innovative capability through cognitive diversity contingent on positive mood, which allows us to contribute significantly to literature on team innovative capability and mood-as-information.
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2020 |
Mitchell R, Boyle B, 'Understanding the Role of Profession in Multidisciplinary Team Innovation: Professional Identity, Minority Dissent and Team Innovation', BRITISH JOURNAL OF MANAGEMENT, 32 512-528 (2020) [C1]
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Nova |
2020 |
Biswas K, Boyle B, Mitchell R, 'International experience, attitudes toward women and the adoption of supportive HR practices', Asia Pacific Journal of Human Resources, 58 66-84 (2020) [C1]
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Nova |
2020 |
Mitchell R, Boyle B, Nicholas S, 'The interactive influence of human and social capital on capability development: the role of managerial diversity and ties in adaptive capability', PERSONNEL REVIEW, 50 865-879 (2020) [C1]
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Nova |
2020 |
Boyle B, Mitchell R, McDonnell A, Sharma N, Biswas K, Nicholas S, 'Overcoming the challenge of fuzzy assessment and feedback', Education and Training, 62 505-519 (2020) [C1]
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Nova |
2019 |
Mitchell R, Boyle B, Von Stieglitz S, 'Professional Commitment and Team Effectiveness: A Moderated Mediation Investigation of Cognitive Diversity and Task Conflict', Journal of Business and Psychology, 34 471-483 (2019) [C1]
This study investigates a moderated mediation model of professional commitment and team effectiveness through cognitive diversity moderated by task conflict. Data were collected f... [more]
This study investigates a moderated mediation model of professional commitment and team effectiveness through cognitive diversity moderated by task conflict. Data were collected from 70 UK healthcare teams and their leaders using two questionnaires. We find that teams comprised of members who have, on average, high professional commitment are more effective than teams of members who are less committed and that this path is mediated by cognitive diversity and contingent on task conflict. Team composed of members who are strongly committed to their profession may be more effective consequent to their advocacy of different perspectives and expertise, reflecting cognitive diversity. However, this positive effect of professional commitment is not universal but contingent on the level of disagreement between members on task-related issues. This is one of the first studies to demonstrate that professional commitment can increase team effectiveness and does so through a complex contingent path. While few studies have investigated professional commitment, our results suggest that such commitment can be of great value to multidisciplinary teams.
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Nova |
2019 |
Mitchell R, Boyle B, 'Inspirational leadership, positive mood, and team innovation: A moderated mediation investigation into the pivotal role of professional salience', Human Resource Management, 58 269-283 (2019) [C1]
Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingly intractable service and care ... [more]
Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingly intractable service and care challenges. Recent arguments that inspirational leadership styles may foster innovation in multidisciplinary teams point to their potential value in this effort. However, inconsistency in the capacity of such leaders to engender innovation highlights the need to understand the mechanisms and boundary conditions that determine when such leadership generates positive effects. We argue that follower positive mood acts to mediate the path between inspirational leadership and innovation and may account for its variable effects. By increasing positive team mood, inspirational leaders can potentially bring about more flexible thinking and enhance innovation but can also increase reliance on less effortful information processing, undermining innovative potential. In an effort to address the dilemma posed by these contrasting effects, we propose that professional salience acts as an important boundary condition of this relationship such that only when profession is salient do inspirational leaders enhance multidisciplinary team innovation through positive mood. An analysis of survey data from 60 UK-based multidisciplinary healthcare teams, investigating the inspirational leadership of practice-based innovation, supports our moderated mediation model. Finally, the implications for HRM are considered, specifically for leader development and work team design.
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2019 |
Patel P, Boyle B, Bray M, Sinha P, Bhanugopan R, 'Global staffing and control in emerging multinational corporations and their subsidiaries in developed countries: Indian IT EMNCs in Australia', Personnel Review, 48 1022-1044 (2019) [C1]
Purpose: The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed... [more]
Purpose: The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed countries and their implications for human resource management practices. Design/methodology/approach: The paper draws on data collected through in-depth case studies and interviews with senior subsidiary managers of 12 major Indian information technology (IT) MNCs operating in Australia. Findings: Indian IT MNCs rely heavily on the use of people-centric controls exerted through global staffing practices (via the transfer of parent-country nationals), which, in turn, influence their subsidiary¿s discretion over their HR practices. The use of people-centric controls allows Indian IT multinationals to replicate parent-country HRM practices in their Australian subsidiaries in an ethnocentric manner and significantly leverage the people-based competitive advantages from India through short- and long-term expatriate assignments. Research limitations/implications: The study investigates control and HRM practices from a single country and a single industry perspective. It provides an insight into the normative means of control in foreign subsidiaries of MNCs and enhances our understanding by explaining the integrated relationship that control mechanisms (and their people-centric components) have with HRM practices including the global staffing approaches and expatriate management practices of emerging MNCs. Practical implications: Indian MNCs are using their business model to leverage the Australian immigration and skilled visa programme to maintain cost advantages. However, the immigration legislation in developed countries needs to be capable of allowing emerging multinational corporations (EMNCs) to maintain such advantages as developed countries seek to attract foreign direct investment from emerging economies. Originality/value: The results indicate that the control practices of EMNCs are similar to the controls exerted by MNCs from developed countries. They also show that EMNCs do not adopt a portfolio approach to global staffing, and that the people-centric components of their control have a clear impact on their subsidiaries¿ HRM practices.
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Nova |
2019 |
Smith T, McNeil K, Mitchell R, Boyle B, Ries N, 'A study of macro-, meso- and micro-barriers and enablers affecting extended scopes of practice: the case of rural nurse practitioners in Australia', BMC NURSING, 18 (2019) [C1]
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Nova |
2018 |
Sharma N, Boyle BP, Mitchell R, Malik A, Gray S, O'Mahony B, 'Leveraging the common and outsourcing the distinct: institutional difference and multinational company identity in emerging economies', Social Identities, 24 564-581 (2018) [C1]
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Nova |
2018 |
Patel P, Sinha P, Bhanugopan R, Boyle BP, Bray M, 'The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model', Journal of Business Research, 93 268-279 (2018) [C1]
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Nova |
2017 |
Mitchell RJ, Boyle B, O'Brien R, Malik A, Tian K, Parker V, et al., 'Balancing cognitive diversity and mutual understanding in multidisciplinary teams', Health Care Management Review, 42 42-52 (2017) [C1]
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Nova |
2017 |
Sablok G, Stanton P, Bartram T, Burgess J, Boyle B, 'Human resource development practices, managers and multinational enterprises in Australia: Thinking globally, acting locally', Education + Training, 59 483-501 (2017) [C1]
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Nova |
2017 |
Biswas K, Boyle BP, Mitchell R, Casmir G, 'A mediated model of the effects of human resource management policies and practices on the intention to promote women: An investigation of the theory of planned behaviour', International Journal of Human Resource Managemet, 28 1309-1331 (2017) [C1]
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Nova |
2017 |
Malik A, Boyle B, Mitchell R, 'Contextual ambidexterity and innovation in healthcare in India: the role of HRM', Personnel Review, 46 1358-1380 (2017) [C1]
Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare industry. It is argued that the process of innovation in addr... [more]
Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach: A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the ¿case¿ of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings: The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value: This study represents an exploration of innovation in the context of India¿s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.
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Nova |
2016 |
Mitchell R, Boyle B, Nicholas S, Maitland E, Zhao S, 'Boundary conditions of a curvilinear relationship between decision comprehensiveness and performance: The role of functional and national diversity', JOURNAL OF BUSINESS RESEARCH, 69 2801-2811 (2016) [C1]
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Nova |
2016 |
Boyle BP, NIcholas S, Mitchell R, 'The Value of International Assignees Knowledge of Interpersonal Networks: Knowledge of People, Networks and Politics and Knowledge Flows in Multinational Enterprises', Management International Review, 56 425-454 (2016) [C1]
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Nova |
2016 |
Li V, Mitchell R, Boyle B, 'The Divergent Effects of Transformational Leadership on Individual and Team Innovation', GROUP & ORGANIZATION MANAGEMENT, 41 66-97 (2016) [C1]
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Nova |
2016 |
McDonnell A, Boyle B, Stanton P, Bartram T, Burgess J, 'Delineating human resource management practice in domestic and foreign-owned multinational enterprises in Australia', Asia Pacific Journal of Human Resources, 54 165-187 (2016) [C1]
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Nova |
2015 |
Bartram T, Boyle B, Stanton P, Burgess J, McDonnell A, 'Multinational enterprises and industrial relations: A research agenda for the 21st century', Journal of Industrial Relations, 57 127-145 (2015) [C1]
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Nova |
2015 |
Mitchell RJ, Boyle B, Parker V, Giles M, Chiang V, Joyce P, 'Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity', Human Resource Management, 54 217-239 (2015) [C1]
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Nova |
2015 |
Mitchell RJ, Boyle B, 'Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms', Journal of Organizational Behavior, 36 873-894 (2015) [C1]
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Nova |
2015 |
McDonnell A, Boyle BP, Bartram T, Stanton P, Burgess J, 'Similarity or Variation? Employee Representation and Consultation Approaches amongst Liberal Market Economy Multinationals', Relations Industrielles, 70 645-670 (2015) [C1]
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Nova |
2015 |
Bartram T, Boyle B, Stanton P, Sablok G, Burgess J, 'Performance and reward practices of multinational corporations operating in Australia', Journal of Industrial Relations, 57 210-231 (2015) [C1]
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Nova |
2014 |
Mitchell R, Parker V, Giles M, Boyle B, 'The ABC of health care team dynamics: Understanding complex affective, behavioral, and cognitive dynamics in interprofessional teams.', Health Care Management Review, 39 1-9 (2014) [C1]
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Nova |
2014 |
Mitchell RJ, Boyle B, Burgess J, McNeil K, ' You Can't Make a Good Wine without a Few Beers : Gatekeepers and knowledge flow in industrial districts', Journal of Business Research, 67 2198-2206 (2014) [C1]
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Nova |
2014 |
Mitchell R, Parker V, Giles M, Boyle B, 'The ABC of health care team dynamics: understanding complex affective, behavioral, and cognitive dynamics in interprofessional teams.', Health Care Manage Rev, 39 1-9 (2014)
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2014 |
Mitchell RJ, Boyle B, Parker V, Giles M, Joyce P, 'Transformation through tension: The moderating impact of negative affect on transformational leadership in teams', Human Relations, 1-28 (2014) [C1]
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Nova |
2013 |
Mcintyre J, Mitchell RJ, Boyle B, Ryan S, Ryan S, 'We Used to Get and Give a Lot of Help: Networking, Cooperation and Knowledge Flow in the Hunter Valley Wine Cluster', Australian Economic History Review: an Asia-Pacific journal of economic, business and social history, 53 247-267 (2013) [C1]
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Nova |
2013 |
Boyle B, McDonnell A, 'Exploring the impact of institutional and organizational factors on the reaction of MNCs to the global financial crisis', Asia Pacific Business Review, 19 247-265 (2013) [C1]
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Nova |
2012 |
Boyle BP, McDonnell A, Mitchell RJ, Nicholas SJ, 'Managing knowledge in internationalizing universities through foreign assignments', International Journal of Educational Management, 26 303-312 (2012) [C1]
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Nova |
2012 |
McDonnell A, Boyle BP, 'Higher education in flight: a new direction for international assignments research', International Journal of Human Resource Management, 23 4342-4358 (2012) [C1]
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Nova |
2012 |
Boyle BP, Nicholas SJ, Mitchell RJ, 'Sharing and developing knowledge of organization culture during international assignments', International Journal of Cross Cultural Management, 12 361-378 (2012) [C1]
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Nova |
2011 |
Mitchell RJ, Boyle BP, Nicholas SJ, 'Cross-cultural group performance', Learning Organization, 18 94-101 (2011) [C1]
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Nova |
2010 |
Mitchell RJ, Boyle BP, 'Knowledge creation measurement methods', Journal of Knowledge Management, 14 67-82 (2010) [C1]
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Nova |
2009 |
Mitchell RJ, Boyle BP, 'A theoretical model of transformational leadership's role in diverse teams', Leadership & Organization Development Journal, 30 455-474 (2009) [C1]
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Nova |
2009 |
Mitchell RJ, Nicholas SJ, Boyle BP, 'The role of openness to cognitive diversity and group processes in knowledge creation', Small Group Research, 40 535-554 (2009) [C1]
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Nova |
2009 |
Mitchell RJ, Boyle BP, Nicholas SJ, 'The impact of goal structure in team knowledge creation', Group Processes & Intergroup Relations, 12 639-651 (2009) [C1]
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Nova |
2008 |
Mitchell R, Nicholas S, Boyle B, 'The impact of cognitive conflict on team performance', Asia Pacific Management Review, 13 625-634 (2008)
The results of research on diversity in teams suggest that it offers both a great opportunity for organisations as well as an enormous challenge. However, current research is plag... [more]
The results of research on diversity in teams suggest that it offers both a great opportunity for organisations as well as an enormous challenge. However, current research is plagued by a lack of overall consistency, indicating that the relationship between diversity and team performance is not well understood. This study examines the components of cognitive conflict in order to assess whether construct operationalisation may explain this inconsistency. Analysis of the existing operationalisations of cognitive conflict reveals that it incorporates both disagreement about information and reasoning, and debate of rival hypotheses or recommendations. We propose that functional diversity leads to cognitive disagreement but not debate, and that debate enhances knowledge creation, with which cognitive disagreement shows no relationship. Our results support these hypotheses, which provide a powerful explanation for the contrary results found by researchers investigating cognitive conflict. Given that extant measures of cognitive conflict include scale items which measure both debate and cognitive disagreement, cognitive conflict may be viewed as an aggregate measure of these two distinct constructs. This study contributes to research on diversity and conflict by providing an explanation for contrary results, and by providing and a detailed operationalisation of cognitive conflict and its component constructs. It also contributes to research into creativity and innovation by providing insight into the dynamics underpinning knowledge sharing and creation.
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