Minority dissent and team innovation: the importance of participation in decision making.
Minority dissent and team innovation: the importance of participation in decision making.
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DOI：
10.1037/0021-9010.86.6.1191
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发表时间：
2001-12
期刊：
影响因子：
--
通讯作者：
C. D. De Dreu;M. West
中科院分区：
文献类型：
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作者：
C. D. De Dreu;M. West
本研究将少数异议与个人创造力、团队多样性与群体决策质量的研究与团队参与决策的研究相结合。从这些研究中，有人提出，少数人的异议可以预测团队的创新，但只有在团队高度参与决策的情况下。这一假设在两项研究中得到了检验，其中一项研究涉及的是同质的自我管理团队样本，另一项研究涉及的是跨职能团队的异质样本。研究1表明，新开发的少数派异议量表具有判别效度。研究1和研究2都表明，在少数人持不同意见的程度较高而不是较低的情况下，只有在团队决策的参与程度较高时，才会有更多的创新。结论是，少数人的不同意见激发了创造力和发散性思维，而创造力和发散性思维通过参与表现为创新。
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.