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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Antino, M., Rico, R. & Thatcher, S. B. (2019). Structuring reality through the faultlines lens: the effects of structure, fairness, and status conflict on the activated faultlines-performance relationship. Academy of Management Journal. 62 (5), 1444-1470
Exportar Referência (IEEE) 
M. Antino et al.,  "Structuring reality through the faultlines lens: the effects of structure, fairness, and status conflict on the activated faultlines-performance relationship", in Academy of Management Journal, vol. 62, no. 5, pp. 1444-1470, 2019
Exportar BibTeX 
@article{antino2019_1714897260374,
	author = "Antino, M. and Rico, R. and Thatcher, S. B.",
	title = "Structuring reality through the faultlines lens: the effects of structure, fairness, and status conflict on the activated faultlines-performance relationship",
	journal = "Academy of Management Journal",
	year = "2019",
	volume = "62",
	number = "5",
	doi = "10.5465/amj.2017.0054",
	pages = "1444-1470",
	url = "https://journals.aom.org/journal/amj"
}
Exportar RIS 
TY  - JOUR
TI  - Structuring reality through the faultlines lens: the effects of structure, fairness, and status conflict on the activated faultlines-performance relationship
T2  - Academy of Management Journal
VL  - 62
IS  - 5
AU  - Antino, M.
AU  - Rico, R.
AU  - Thatcher, S. B.
PY  - 2019
SP  - 1444-1470
SN  - 0001-4273
DO  - 10.5465/amj.2017.0054
UR  - https://journals.aom.org/journal/amj
AB  - We investigate how activated team faultlines represent an informal sensemaking structure through which teammates interpret their social reality. Constructed from inter-subgroup comparisons, activated faultlines likely result in status perceptions that are ambiguous or illegitimate. Thus, activated faultlines threaten the justice climate within the team, which drives status conflict, impairing team performance. We explore the effects of team structure clarity in providing certainty or legitimacy around status and structure, ameliorating the negative effect of activated faultlines on team justice climate. We tested our model using a multi-source (three sources), multi-wave cross-lagged design (four waves) on a sample of 271 employees and 41 leaders in 41 teams. We found that the negative relationship between activated faultlines and team performance was mediated by the team justice climate—status conflict causal chain. We also found that team structure clarity reduced activated faultlines negative effect on team justice climate. The results highlight the value of using team faultlines, the social identity approach, and justice theories to understand how diverse teams interpret their social reality that influences their performance. Furthermore, our research provides practical guidance to managers in building clear team structures that minimize the harmful effects of activated faultlines on justice perceptions and team performance.
ER  -