CartonA. M.CummingsJ. N. (2012). A theory of subgroups in work teams. Academy of Management Review, 37(3), 441–470. https://doi.org/10.5465/amr.2009.0322
2.
FurnariS.CrillyD.MisangyiV. F.GreckhamerT.FissP. C.AguileraR. V. (2021). Capturing causal complexity: Heuristics for configurational theorizing. Academy of Management Review, 46(4), 778–799. https://doi.org/10.5465/amr.2019.0298
3.
GreckhamerT.FurnariS.FissP. C.AguileraR. V. (2018). Studying configurations with qualitative comparative analysis: Best practices in strategy and organization research. Strategic Organization, 16(4), 482–495. https://doi.org/10.1177/1476127018786487
4.
GresovC.DrazinR. (1997). Equifinality: Functional equivalence in organization design. Academy of Management Review, 22(2), 403. https://doi.org/10.2307/259328
5.
HarrisonD. A.PriceK. H.BellM. P. (1998). Beyond relational demography: Time and the effects of Surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96–107. https://doi.org/10.5465/256901
6.
HarrisonD. A.PriceK. H.GavinJ. H.FloreyA. T. (2002). Time, teams, and task performance: Changing effects of Surface- and deep-level diversity on group functioning. Academy of Management Journal, 45(5), 1029–1045. https://doi.org/10.5465/3069328
7.
HarveyS. (2014). Creative synthesis: Exploring the process of extraordinary group creativity. Academy of Management Review, 39(3), 324–343. https://doi.org/10.5465/amr.2012.0224
8.
HoeverI. J.van KnippenbergD.van GinkelW. P.BarkemaH. G. (2012). Fostering team creativity: Perspective taking as key to unlocking diversity’s potential. Journal of Applied Psychology, 97(5), 982–996. https://doi.org/10.1037/a0029159
9.
LauD. C.MurnighanJ. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325. https://doi.org/10.2307/259377
10.
LauD. C.MurnighanJ. K. (2005). Interactions within groups and subgroups: The effects of demographic faultlines. Academy of Management Journal, 48(4), 645–659. https://doi.org/10.5465/amj.2005.17843943
11.
MathiasB. D.WilliamsD. W.SmithA. R. (2015). Entrepreneurial inception: The role of imprinting in entrepreneurial action. Journal of Business Venturing, 30(1), 11–28. https://doi.org/10.1016/j.jbusvent.2014.07.004
12.
MathieuJ. E.LucianoM. M.D’InnocenzoL.KlockE. A.LePineJ. A. (2020). The development and construct validity of a team processes survey measure. Organizational Research Methods, 23(3), 399–431. https://doi.org/10.1177/1094428119840801
13.
RoundyP. T.BradshawM.BrockmanB. K. (2018). The emergence of entrepreneurial ecosystems: A complex adaptive systems approach. Journal of Business Research, 86, 1–10. https://doi.org/10.1016/j.jbusres.2018.01.032
14.
SackettE.GrayS. M.HowellT. (2025). Unpacking our differences: The contrasting effects of surface-level versus deep-level diversity in new venture teams. Group & Organization Management, 10596011251389248. https://doi.org/10.1177/10596011251389248
15.
SmithW. K.LewisM. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403. https://doi.org/10.5465/amr.2009.0223
16.
ThatcherS. M. B.PatelP. C. (2012). Group faultlines: A review, integration, and guide to future research. Journal of Management, 38(4), 969–1009. https://doi.org/10.1177/0149206311426187
17.
van KnippenbergD.De DreuC. K. W.HomanA. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(6), 1008–1022. https://doi.org/10.1037/0021-9010.89.6.1008
18.
van KnippenbergD.MellJ. N. (2016). Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity. Organizational Behavior and Human Decision Processes, 136, 135–145. https://doi.org/10.1016/j.obhdp.2016.05.007
19.
YawsonR. M. (2013). Systems theory and thinking as a foundational theory in human resource development—A myth or reality?Human Resource Development Review, 12(1), 53–85. https://doi.org/10.1177/1534484312461634
20.
YawsonR. M. (2015). The “wicked problem construct” for organisational leadership and development. International Journal of Business and Systems Research, 9(1), 67–85. https://doi.org/10.1504/IJBSR.2015.066812
21.
ZhangY.WaldmanD. A.HanY.-L.LiX.-B. (2015). Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of Management Journal, 58(2), 538–566. https://doi.org/10.5465/amj.2012.0995
