Randall S Peterson
Biographic Data
| ID | 1317142 |
|---|---|
| NAME | Randall S Peterson |
| GIVEN NAMES | Randall S |
| FAMILY NAME | Peterson |
| SIGNATURE | PETERSON R S |
| AFFILIATIONS | London Business School |
| ORCID | 0000-0002-4582-4690 |
| VERIFIED | Yes |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 48 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1992 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes
The relationship between conflict and performance has been studied for decades, but little is known about how and under what conditions task conflict among top managers affects firm-level outcomes. In this study, we examine a curvilinear effect of task conflict in top management teams (TMTs) on both firm performance and TMT resilience efficacy, as moderated by behavioral integration. We argue and find that TMT task conflict can improve firm perfo…
Things Are Not Always What They Seem
Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. …
Group Roles
Roles help group members understand what behavior a group expects from them and how they can contribute to the group. We review alternative ways of conceptualizing roles and suggest ways that can both benefit and challenge groups.
Group Cohesiveness
Group cohesiveness represents the extent to which group members are motivated to stay in the group. Some degree of group cohesiveness is relatively straightforward to establish and benefits group performance. At high levels of cohesiveness, however, group performance can be badly affected. We review the meaning of cohesiveness and its role in group life.
Group Norms
Norms provide group members with invaluable information about how to behave during social interactions with one another. The precise effect of those norms on individuals and groups, however, depends on their content. We review how norms develop and some alternative ways that may have an impact on group life.
Group Dynamics
We briefly review the study of group dynamics and suggest how future research may examine group topics in more dynamic ways.
The Elusive Cultural Chameleon
The global economy and shifting political tides make the need for intercultural understanding and education obvious. Where historically the focus of intercultural training has been on preparing an individual to work in a new culture, today's organizations routinely ask managers to work in multinational environments and move from country to country. This challenge has created a strong debate about how to prepare managers for such challenging assig…
A directive leadership style in group decision making can be both virtue and vice
The group dynamics Q-sort was used to investigate the effects of leader directiveness in group decision making. Past research on leadership style has consistently implicated directive leaders as a chief cause of defective process and poor outcomes in group decision making. Leader directiveness was decomposed into 2 components: (a) outcome directiveness (i.e., the degree to which a leader advocates a favored solution) and (b) process directiveness…
The Role of Values in Predicting Fairness Judgments and Support of Affirmative Action
Affirmative action is one of the most controversial current public policies—public support has never reached a majority of the electorate for most versions of affirmative action. Many people oppose affirmative action on the grounds that it violates norms of procedural fairness and meritocracy, in spite of the fact that they also support egalitarian values consistent with it. This article explores this apparent paradox by testing reactions to affi…
The slavery debate in antebellum America
This article explores the relations among value conflict, cognitive style, and policy preferences in pre-Civil War America. Drawing on major historical works, prominent political figures were classified into 1 of 4 political positions: abolitionists, free-soil Republicans who would tolerate slavery in the South but prevent further spread, Buchanan Democrats who would permit slavery in new territories, and advocates of slavery. Results revealed (a…
Flattering and unflattering personality portraits of integratively simple and complex managers
Research has revealed a good deal about both the situational determinants and judgmental and behavioral consequences of integrative complexity. Little is known, however, about people who are prone to think in integratively simple or complex ways. The present study fills this gap by drawing on data collected during in-depth assessments of master of business administration candidates. Integrative complexity was correlated with a broad range of self…
Assessing political group dynamics
This study used the Group Dynamics Q sort (GDQS) to explore the empirical underpinnings and theoretical logic of the groupthink model. Examination of 10 decision-making episodes revealed considerable historical support for Janis's (1982) classification of groups into groupthink and vigilant decision-making episodes. LISREL analysis, however, revealed less support for Janis's (1982) causal model of groupthink. Neither group cohesiveness nor situat…
The slavery debate in antebellum America
This article explores the relations among value conflict, cognitive style, and policy preferences in pre-Civil War America. Drawing on major historical works, prominent political figures were classified into 1 of 4 political positions: abolitionists, free-soil Republicans who would tolerate slavery in the South but prevent further spread, Buchanan Democrats who would permit slavery in new territories, and advocates of slavery. Results revealed (a…
The Role of Values in Predicting Fairness Judgments and Support of Affirmative Action
Affirmative action is one of the most controversial current public policies—public support has never reached a majority of the electorate for most versions of affirmative action. Many people oppose affirmative action on the grounds that it violates norms of procedural fairness and meritocracy, in spite of the fact that they also support egalitarian values consistent with it. This article explores this apparent paradox by testing reactions to affi…
Flattering and unflattering personality portraits of integratively simple and complex managers
Research has revealed a good deal about both the situational determinants and judgmental and behavioral consequences of integrative complexity. Little is known, however, about people who are prone to think in integratively simple or complex ways. The present study fills this gap by drawing on data collected during in-depth assessments of master of business administration candidates. Integrative complexity was correlated with a broad range of self…
A directive leadership style in group decision making can be both virtue and vice
The group dynamics Q-sort was used to investigate the effects of leader directiveness in group decision making. Past research on leadership style has consistently implicated directive leaders as a chief cause of defective process and poor outcomes in group decision making. Leader directiveness was decomposed into 2 components: (a) outcome directiveness (i.e., the degree to which a leader advocates a favored solution) and (b) process directiveness…
Assessing political group dynamics
This study used the Group Dynamics Q sort (GDQS) to explore the empirical underpinnings and theoretical logic of the groupthink model. Examination of 10 decision-making episodes revealed considerable historical support for Janis's (1982) classification of groups into groupthink and vigilant decision-making episodes. LISREL analysis, however, revealed less support for Janis's (1982) causal model of groupthink. Neither group cohesiveness nor situat…
Assessing political group dynamics
This study used the Group Dynamics Q sort (GDQS) to explore the empirical underpinnings and theoretical logic of the groupthink model. Examination of 10 decision-making episodes revealed considerable historical support for Janis's (1982) classification of groups into groupthink and vigilant decision-making episodes. LISREL analysis, however, revealed less support for Janis's (1982) causal model of groupthink. Neither group cohesiveness nor situat…
Flattering and unflattering personality portraits of integratively simple and complex managers
Research has revealed a good deal about both the situational determinants and judgmental and behavioral consequences of integrative complexity. Little is known, however, about people who are prone to think in integratively simple or complex ways. The present study fills this gap by drawing on data collected during in-depth assessments of master of business administration candidates. Integrative complexity was correlated with a broad range of self…
The Role of Values in Predicting Fairness Judgments and Support of Affirmative Action
Affirmative action is one of the most controversial current public policies—public support has never reached a majority of the electorate for most versions of affirmative action. Many people oppose affirmative action on the grounds that it violates norms of procedural fairness and meritocracy, in spite of the fact that they also support egalitarian values consistent with it. This article explores this apparent paradox by testing reactions to affi…
The slavery debate in antebellum America
This article explores the relations among value conflict, cognitive style, and policy preferences in pre-Civil War America. Drawing on major historical works, prominent political figures were classified into 1 of 4 political positions: abolitionists, free-soil Republicans who would tolerate slavery in the South but prevent further spread, Buchanan Democrats who would permit slavery in new territories, and advocates of slavery. Results revealed (a…
A directive leadership style in group decision making can be both virtue and vice
The group dynamics Q-sort was used to investigate the effects of leader directiveness in group decision making. Past research on leadership style has consistently implicated directive leaders as a chief cause of defective process and poor outcomes in group decision making. Leader directiveness was decomposed into 2 components: (a) outcome directiveness (i.e., the degree to which a leader advocates a favored solution) and (b) process directiveness…
The Elusive Cultural Chameleon
The global economy and shifting political tides make the need for intercultural understanding and education obvious. Where historically the focus of intercultural training has been on preparing an individual to work in a new culture, today's organizations routinely ask managers to work in multinational environments and move from country to country. This challenge has created a strong debate about how to prepare managers for such challenging assig…
Group Roles
Roles help group members understand what behavior a group expects from them and how they can contribute to the group. We review alternative ways of conceptualizing roles and suggest ways that can both benefit and challenge groups.
Group Cohesiveness
Group cohesiveness represents the extent to which group members are motivated to stay in the group. Some degree of group cohesiveness is relatively straightforward to establish and benefits group performance. At high levels of cohesiveness, however, group performance can be badly affected. We review the meaning of cohesiveness and its role in group life.
Group Norms
Norms provide group members with invaluable information about how to behave during social interactions with one another. The precise effect of those norms on individuals and groups, however, depends on their content. We review how norms develop and some alternative ways that may have an impact on group life.
Group Dynamics
We briefly review the study of group dynamics and suggest how future research may examine group topics in more dynamic ways.
Things Are Not Always What They Seem
Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. …
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes
The relationship between conflict and performance has been studied for decades, but little is known about how and under what conditions task conflict among top managers affects firm-level outcomes. In this study, we examine a curvilinear effect of task conflict in top management teams (TMTs) on both firm performance and TMT resilience efficacy, as moderated by behavioral integration. We argue and find that TMT task conflict can improve firm perfo…
Psychology (11 works) · Social Psychology (10 works) · Social and Intergroup Psychology (6 works) · Group (periodic table) (5 works) · Political science (5 works) · Social Psychology (5 works) · Team Dynamics and Performance (5 works) · Chemistry (3 works) · Conflict Management and Negotiation (3 works) · Epistemology (3 works)