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Effects of team diversity, transformational leadership, and perceived organizational support on team-learning behavior

Title
Effects of team diversity, transformational leadership, and perceived organizational support on team-learning behavior
Authors
Kim M.
Ewha Authors
김문주
Issue Date
2017
Journal Title
Social Behavior and Personality
ISSN
0301-2212JCR Link
Citation
Social Behavior and Personality vol. 45, no. 8, pp. 1255 - 1270
Keywords
Deep-level diversityDifferential attitudes toward diversityPerceived organizational supportSurface-level diversityTeam diversityTeam-learning behaviorTransformational leadership
Publisher
Society for Personal Research
Indexed
SSCI; SCOPUS WOS scopus
Document Type
Article
Abstract
I examined the effects of team diversity, and the moderating effects of transformational leadership and perceived organizational support, on team-learning behavior in South Korean companies. I classified diversity into surface-level diversity, deep-level diversity, and differential attitudes toward diversity. I conducted empirical research with 133 teams across 5 industries. As expected, the results showed that team diversity exerted negative effects on team-learning behavior. However, in teams with strong transformational leadership, the negative effects of deep-level diversity diminished, and in teams whose members had a strong perception of organizational support, the negative effects of differential attitudes toward diversity also decreased. Theoretical and managerial implications are discussed. © 2017 Scientific Journal Publishers Limited. All Rights Reserved.
DOI
10.2224/sbp.6325
Appears in Collections:
경영대학 > 경영학전공 > Journal papers
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