dinamica social libro

Notas 319
Directions in Psychology, vol. 3 (Nueva York: Holt, Rinehart y
Winston, 1967); y M. A. Wallach, N. Kogan, y D. J. Bem, “Group
Influence on Individual Risk Taking”, Journal of Abnormal and
Social Psychology 65 (1962), pp. 75-86.
60. R. D. Clark III, “Group-Induced Shift Toward Risk: A Critical
Appraisal”, Psychological Bulletin, octubre de 1971, pp. 251-270.
61. A. F. Osborn, Applied Imagination: Principles and Procedures of
Creative Thinking, 3a ed. (Nueva York: Scribner, 1963). Ver también
T. Rickards, “Brainstorming Revisited: A Question of
Context”, International Journal of Management Reviews, marzo de
1999, pp. 91-110; y R. P. McGlynn, D. McGurk, V. S. Effland, N.
L. Johll, y D. J. Harding, “Brainstorming and Task
Performance in Groups Constrained by Evidence”, Organi -
zational Behavior and Human Decision Processes, enero de 2004,
pp. 75-87.
62. N. L. Kerr y R. S. Tindale, “Group Performance and Decision-
Making”, Annual Review of Psychology 55 (2004), pp. 623-655.
63. Ver A. L. Delbecq, A. H. Van deVen y D. H. Gustafson, Group
Techniques for Program Planning: A Guide to Nominal and Delphi
Processes (Glenview, IL: Scott, Foresman, 1975); y P. B. Paulus y
H.-C. Yang, “Idea Generation in Groups: A Basis for Creativity in
Organizations”, Organizational Behavior and Human Decision
Processing, mayo de 2000, pp. 76-87.
64. C. Faure, “Beyond Brainstorming: Effects of Different Group
Procedures on Selection of Ideas and Satisfaction with the
Process”, Journal of Creative Behavior 38 (2004), pp. 13-34.
65. Ver, por ejemplo, A. B. Hollingshead y J. E. McGrath,
“Computer-Assisted Groups: A Critical Review of the Empirical
Research”, en R. A. Guzzo y E. Salas (eds.), Team Effectiveness and
Decision Making in Organizations (San Francisco: Jossey-Bass,
1995), pp. 46-78.
66. B. B. Baltes, M. W. Dickson, M. P. Sherman, C. C. Bauer y J.
LaGanke, “Computer-Mediated Communication and Group
Decision Making: A Meta-Analysis”, Organizational Behavior and
Human Decision Processes, enero de 2002, pp. 156-179.
67. Ver G. Hofstede, Cultures and Organizations: Software of the Mind
(Nueva York, McGraw-Hill, 1991).
68. Esta sección se basa en P. R. Harris y R. T. Moran, Managing
Cultural Differences, 5a ed. (Houston: Gulf Publishing, 1999).
69. D. S. Staples y L. Zhao, “The Effects of Cultural Diversity in
Virtual Teams Versus Face-to-Face Teams”, Group Decision and
Negotiation, julio de 2006, pp. 389-406.
70. K. W. Phillips y D. L. Loyd, “When Surface and Deep-Level
Diversity Collide: The Effects on Dissenting Group Members”,
Organizational Behavior and Human Decision Processes 99 (2006),
pp. 143-160; y S. R. Sommers, “On Racial Diversity and Group
Decision Making: Identifying Multiple Effects of Racial
Composition on Jury Deliberations”, Journal of Personality and
Social Psychology, abril de 2006, pp. 597-612.
71. E. Mannix y M. A. Neale, “What Differences Make a Di -
fference? The Promise and Reality of Diverse Teams in
Organizations”, Psychological Science in the Public Interest, octubre
de 2005, pp. 31-55.
72. T. P. Verney, “Role Perception Congruence, Performance, and
Satisfaction”, en D. J. Vredenburgh y R. S. Schuler (eds.),
Effective Management: Research and Application, Proceedings of the
20th Annual Eastern Academy of Management, Pittsburg, PA,
mayo de 1983, pp. 24-27.
73. Ibid.
74. A. G. Bedeian y A. A. Armenakis, “A Path-Analytic Study of the
Consequences of Role Conflict and Ambiguity”, Academy of
Management Journal, junio de 1981, pp. 417-424; y P. L. Perrewe,
K. L. Zellars, G. R. Ferris, A. M. Rossi, C. J. Kacmar y D. A.
Ralston, “Neutralizing Job Stressors: Political Skill as an
Antidote to the Dysfunctional Consequences of Role Conflict”,
Academy of Management Journal, febrero de 2004, pp. 141-152.
75. Shaw, Group Dynamics.
76. B. Mullen, C. Symons, L. Hu, y E. Salas, “Group Size, Leadership
Behavior, and Subordinate Satisfaction”, Journal of General
Psychology, abril de 1989, pp. 155-170.