Focus: Complex adaptive systems, breaking down prejudice (Common Ingroup Identity) and the "Business Case" for inclusion.
1. Team Dynamics, Systems Theory & Emergent States
This cluster houses the fundamental organizational-psychology literature on how teams function as complex adaptive systems and how individual traits flow over time into collective team states (emergent states).
Time-based team processes and taxonomies
- Marks, Mathieu & Zaccaro (2001) — The classic, time-based taxonomy of team processes (transition, action, and interpersonal processes).
- Mathieu et al. (2008); Kozlowski & Ilgen (2006); Reiter-Palmon et al. (2017) — Leading review works on the evolution, theories and effectiveness of work groups.
- Cronin, Weingart & Todorova (2011); Srikanth, Harvey & Peterson (2016) — Dynamic shifts in teams from rigid dual-process models to coordination-based performance.
- Aubé & Rousseau (2005) — The role of task interdependence and supportive behavior in team effectiveness.
Complexity and emergence
- Waller, Okhuysen & Saghafian (2016); Rapp et al. (2021) — Strategies for conceptualizing and evaluating emergent team states over the years.
- Curșeu (2006) — Emergent states within (virtual) teams viewed from a complex adaptive systems perspective.
- Kozlowski & Chao (2012); Fyhn, Schei & Sverdrup (2023) — The dynamics behind the convergence of individual cognition and cohesion to the group level.
- Reinert et al. (2024) — A recent review of the processes and emergent states underlying the effects of team diversity.
2. Psychological Safety & The Team Learning Climate
This theme forms the relational precondition for reaping the fruits of cognitive and neurodiversity: how do you create a climate in which people learn from and with one another?
The Edmondson framework and meta-analyses
- Edmondson (1999) — The foundational work that introduced psychological safety as the engine of learning behavior and performance in teams.
- Edmondson & Bransby (2023); Edmondson & Lei (2014) — The history, renaissance and maturation of the psychological safety construct.
- Frazier et al. (2017); Newman, Donohue & Eva (2017) — Meta-analytic reviews and systematic summaries of the antecedents and outcomes of psychological safety.
Climate factors and team learning
- Kim, Lee & Connerton (2020) — The mediating role of efficacy and learning behavior between psychological safety and team performance.
- Mogard, Rorstad & Bang (2023) — The relationship between psychological safety and the effectiveness of management teams through behavioral integration.
- O'Donovan & McAuliffe (2020) — Systematic review of the enabling factors of psychological safety within demanding (healthcare) teams.
- Harvey, Leblanc & Cronin (2019) — A systems view of the team learning climate, beyond single-point emergence.
3. Social Identity, Interpersonal Rejection & Minority Stress
This cluster zooms in on the social psychology behind the interaction between the (neurotypical) majority and the (neurodivergent) minority, with specific attention to prejudice and exclusion.
Social identity and the reduction of prejudice
- Ellemers & Haslam (2012) — The foundations of Social Identity Theory within social psychology.
- Gaertner et al. (1993) — The Common Ingroup Identity Model: recategorization as a strategy to reduce intergroup prejudice.
- Devine et al. (2012); Dovidio, Kawakami & Gaertner (2002) — Research into implicit and explicit biases, intergroup interactions and interventions to break ingrained prejudice.
The psychology of rejection, stigma and conflict
- Leary (2001); DeWall & Bushman (2011) — Conceptual frameworks on the bitter social and psychological consequences of interpersonal rejection and exclusion.
- Botha & Frost (2020) — The extension of the "minority stress model" to the mental health challenges of the autistic population.
- Johnson & Joshi (2016) — A stigma-threat perspective on the implications of an autism diagnosis for well-being in the workplace.
- Curșeu & Schruijer (2023); Curșeu, Schruijer & Fodor (2017) — Minority dissent, social acceptance and conflict transformation in groups.
- Thatcher, Jehn & Zanutto (2003); Homan & van Knippenberg (2014); Jehn, Bezrukova & Thatcher (2007) — The harmful effects of "faultlines," subgroup formation and diversity-related conflict.
- Szostek (2019); Szostek, Balcerzak & Rogalska (2023) — The influence of the quality of interpersonal relationships on counterproductive work behavior (CWB).
4. Strategic Neuro-Inclusive HRM & Inclusive Leadership
This substantial theme operationalizes neurodiversity into HR practice. How do you bridge the gap between neurotypical leaders and neurodivergent employees?
Inclusive HR systems and leadership styles
- Khan et al. (2023) — A layered theoretical framework for designing and managing an inclusive, neurodiverse workplace.
- Ali, Grabarski & Baker (2024) — The influence of neurodiversity management on affective commitment and turnover intention through awareness.
- Szulc (2024) — Leading with understanding: cultivating positive relationships between neurotypical leaders and neurodivergent employees.
- Fujimoto & Uddin (2022) — Inclusive leadership as a mechanism to reduce inequality through a socioeconomic cycle.
Masking, interventions and workplace success
- Pryke-Hobbes et al. (2023); Cook, Crane & Mandy (2024) — The profound experiences of "masking" (social camouflaging) in the workplace and the interrelational dynamics of dropping the mask.
- Lauder, McDowall & Tenenbaum (2022) — Systematic review of interventions to support adults with ADHD at work.
- Krzeminska et al. (2019); Rollnik-Sadowska & Grabińska (2024); Mahto, Hogan & Sniderman (2022) — The strategic benefits, challenges and HR agendas for sustainably embedding neurodiversity.
- Szulc, McGregor & Cakir (2021) — Lessons for HR regarding neurodiversity and remote work in times of crisis.
- Santuzzi et al. (2014) — The unique challenges of employees with "invisible disabilities."
Education, community and the broader "Business Case"
- Clouder et al. (2020); Dettmer & Welton (2023); Zahir et al. (2024) — Raising neurodiversity awareness in higher education through "communities of practice" and participatory curricula.
- Schuck & Fung (2023) — A "dual design thinking/universal design" approach to catalyzing neurodiversity advocacy through collaboration.
- Dobbin & Kalev (2016); Köllen (2021); Herring (2009); Roberge & van Dick (2010) — Critical evaluations of why traditional diversity programs fail and when diversity does pay off (the "business case").
- Shore et al. (2011) — Inclusion and diversity in work groups: an integrative review and model for future research.
5. Cognitive Synergy & Advanced Multilevel Methodology
This methodological cluster contains your own core publications combined with the psychometric and statistical tools needed to accurately analyze and justify multilevel team data.
Empirical anchors of the dissertation
- van Rijswijk, Curșeu & van Oortmerssen (2024a) — Your overarching systemic and integrative review of cognitive and neurodiversity in groups.
- van Rijswijk, Curșeu & van Oortmerssen (2024b) — Your empirical study: neurodivergence and boundary spanning as predictors of social skills and the diversity climate.
- Aggarwal et al. (2023); Aggarwal & Woolley (2019) — The empirical evidence for versatility in cognitive styles and team creativity.
- Mitchell, Nicholas & Boyle (2009); Driver (2003) — The role of openness to cognitive diversity in group learning and knowledge creation.
Neuroscientific and cognitive frameworks
- Baron-Cohen (1997) — Mindblindness: the theoretical essay on autism and "Theory of Mind."
- Goldberg (2023); Dwyer (2022); Apperly et al. (2024) — Insights into neurodiversity from a transdiagnostic (N+4 model) and neuroscientific perspective.
- Legault, Bourdon & Poirier (2021) — The transition from neurodiversity to active neurodivergence and the role of cognitive marginalization.
- Ullman & Pullman (2015) — The neuroscientific foundation of the compensatory role of declarative memory in neurodevelopmental disorders.
Psychometrics, scaling and statistical biases
- Buder, Bodemer & Ogata (2021); Janssen & Bodemer (2013) — Theories of "group awareness" and the measurement instruments/tools to facilitate it.
- Gafoor (2012); Shamir & Kark (2004); Gwinner & Swanson (2003) — Methodological considerations in using single-item (graphic) scales for constructs such as identification and awareness.
- Enders & Tofighi (2007) — The absolute methodological authority on correctly centering predictors in multilevel models.
- Dyer, Hanges & Hall (2005) — The application of multilevel confirmatory factor analysis (MCFA) within leadership and team research.
- Rockwood & Hayes (2017) — The MLmed macro for computing multilevel mediation and conditional process analysis in nested data.
- Siemsen, Roth & Oliveira (2010) — Controlling for and mitigating Common Method Bias (CMB) in complex regression models with linear, quadratic and interaction effects.
- Stahl et al. (2010) — Meta-analysis of the effects of cultural diversity in multicultural work groups.