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- Keyword
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- Conflict (17)
- Diversity (10)
- Blame; causal attributions; customer’s perception of a company (CPC); customer service; employee deception; image; perceived dishonesty; reputation; sensemaking; qualitative research (1)
- Conflict types; Conflict dimensions; Team viability; Group performance; Emergent states (1)
- Conflict; teams; time (1)
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- Diversity beliefs; diversity construal; group composition; individual differences; subgroup categorization (1)
- Diversity; nationalism; conflict; preference; derogation (1)
- Fault lines; team learning; psychological safety (1)
- Faultline measure; Faultline strength; Faultline distance (1)
- Faultlines; Conflict; Coalition formation; Group entitlement configuration; Team identification (1)
- Leadership (1)
- Team learning; team performance; multidisciplinary teams; crisis management teams; emergency management; transactive memory systems; shared situational awareness; shared mental models; teamwork (1)
- Theory (1)
- Value Theory (1)
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Articles 31 - 32 of 32
Full-Text Articles in Business
Perceptions Of Deception: Making Sense Of Responses To Employee Deceit, Karen Jehn, Elizabeth Scott
Perceptions Of Deception: Making Sense Of Responses To Employee Deceit, Karen Jehn, Elizabeth Scott
Karen A. Jehn
In this research, we examine the effects that customer perceptions of employee deception have on the customers’ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observer’s attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to …
Diversity And Team Learning: The Impact Of Faultlines And Psychological Safety, Joyce Rupert, Karen A. Jehn
Diversity And Team Learning: The Impact Of Faultlines And Psychological Safety, Joyce Rupert, Karen A. Jehn
Karen A. Jehn
In this field study, we investigated 186 members of 70 management teams and tested the relationship between perceptions of team members 'fault lines' (hypothetical dividing lines in a team under diverse features) and different types of team learning task, process and social learning. From the results showed that when team members fault lines experienced fewer learning task in the team took place. This relationship was mediated by psychological safety. This study complements the literature on team learning, by demonstrating that experienced on different fault lines ways related to team learning, depending on the topic learning relates. In addition, an apparent …