Gregory B Northcraft
Biographic Data
| ID | 112669 |
|---|---|
| NAME | Gregory B Northcraft |
| GIVEN NAMES | Gregory B |
| FAMILY NAME | Northcraft |
| SIGNATURE | NORTHCRAFT G B |
| AFFILIATIONS | University of Illinois Urbana-Champaign |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 57 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1975 |
| LATEST PUBLICATION YEAR | 2006 |
| H-INDEX | 4 |
Surface-Level Diversity and Decision-Making in Groups
We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one a…
Conflicting Stories
Conflict is, perhaps, one of, if not the most pervasive phenomena of organizational life. Although organizations are predicated on the achievement of a collective goal, they inherently foster conflict. The individual’s attempt to define the collective goal and the means to achieve that goal bring personal agendas to pursue, as well as different personal values and work styles, all the while working under incentive systems that tend to generate co…
Organizational Behavior
This second edition is a revision of a successful reader in organizational behavior, edited by Jerald Greenberg. This volume describes the latest advances in the field of organizational behavior. Each chapter is a description of "what was," "what is," and "what will be" as envisioned by leading researchers and experts. Topics covered include: affect, stress, self-fulfilling prophecies, diversity, justice, reputations, deviant behavior, conflict, …
Why Differences Make a Difference
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this eff…
Three Social Dilemmas of Workforce Diversity in Organizations
This paper explores the relationship among three social dilemmas faced by organizations wishing to attain and maintain workforce diversity: the dilemmas of organizational participation, managerial participation, and individual participation. Functional and social category diversity offer benefits for organizations (creativity, adaptation and innovation, and access to external networks), but there are costs which deter organizations from pursuing …
Benefits and burdens
Patient compliance behavior
Self-image of adolescents with cystic fibrosis
Comparison of Four Teaching Methodologies for Large Lecture Classes
60 college students taking introductory psychology were randomly divided into four groups. The fourth group did not attend the lecture but instead received a typed transcript of it. Groups also differed in time spent preparing for the exams
Surface-Level Diversity and Decision-Making in Groups
We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one a…
Three Social Dilemmas of Workforce Diversity in Organizations
This paper explores the relationship among three social dilemmas faced by organizations wishing to attain and maintain workforce diversity: the dilemmas of organizational participation, managerial participation, and individual participation. Functional and social category diversity offer benefits for organizations (creativity, adaptation and innovation, and access to external networks), but there are costs which deter organizations from pursuing …
Benefits and burdens
Patient compliance behavior
Self-image of adolescents with cystic fibrosis
Comparison of Four Teaching Methodologies for Large Lecture Classes
60 college students taking introductory psychology were randomly divided into four groups. The fourth group did not attend the lecture but instead received a typed transcript of it. Groups also differed in time spent preparing for the exams
Self-image of adolescents with cystic fibrosis
Patient compliance behavior
Benefits and burdens
Why Differences Make a Difference
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this eff…
Three Social Dilemmas of Workforce Diversity in Organizations
This paper explores the relationship among three social dilemmas faced by organizations wishing to attain and maintain workforce diversity: the dilemmas of organizational participation, managerial participation, and individual participation. Functional and social category diversity offer benefits for organizations (creativity, adaptation and innovation, and access to external networks), but there are costs which deter organizations from pursuing …
Conflicting Stories
Conflict is, perhaps, one of, if not the most pervasive phenomena of organizational life. Although organizations are predicated on the achievement of a collective goal, they inherently foster conflict. The individual’s attempt to define the collective goal and the means to achieve that goal bring personal agendas to pursue, as well as different personal values and work styles, all the while working under incentive systems that tend to generate co…
Organizational Behavior
This second edition is a revision of a successful reader in organizational behavior, edited by Jerald Greenberg. This volume describes the latest advances in the field of organizational behavior. Each chapter is a description of "what was," "what is," and "what will be" as envisioned by leading researchers and experts. Topics covered include: affect, stress, self-fulfilling prophecies, diversity, justice, reputations, deviant behavior, conflict, …
Surface-Level Diversity and Decision-Making in Groups
We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one a…
Psychology (8 works) · Social Psychology (5 works) · Computer Science (4 works) · Social Psychology (4 works) · Sociology (4 works) · Gender Diversity and Inequality (3 works) · Job Satisfaction and Organizational Behavior (3 works) · Medicine (3 works) · Conflict Management and Negotiation (2 works) · Decision-Making and Behavioral Economics (2 works)