Focus: The Edmondson framework, minority dissent and the mathematical justification via multilevel regression (MLmed).
1. Team Dynamics, Emergent States & Time-Based Processes
This cluster contains the fundamental organizational-psychology literature on how teams develop over time and how individual traits "emerge" into collective team phenomena.
Models of team processes and effectiveness
- Marks, Mathieu & Zaccaro (2001) — The leading, time-based taxonomy of team performance (transition, action, and interpersonal processes).
- Mathieu et al. (2008); Kozlowski & Ilgen (2006); Reiter-Palmon et al. (2017) — Large-scale review works and theories on the evolution and effectiveness of work groups.
- Cronin, Weingart & Todorova (2011); Srikanth, Harvey & Peterson (2016) — Dynamic shifts from rigid dual-process models to coordination-based team dynamics.
- Aubé & Rousseau (2005) — The role of task interdependence and group goals in team effectiveness.
Systems theory and emergent states
- Waller, Okhuysen & Saghafian (2016); Rapp et al. (2021) — Conceptualizing emergent states and their development over the past 20 years.
- Curșeu (2006) — Emergent states viewed from a complex adaptive systems perspective.
- Kozlowski & Chao (2012); Fyhn, Schei & Sverdrup (2023) — The psychological dynamics behind the convergence of individual cognition and cohesion to the team 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 houses the complete theoretical backbone of psychological safety, the absolute precondition for unlocking cognitive and neurodiversity in teams.
The Edmondson framework and meta-analyses
- Edmondson (1999) — The classic that laid the foundation for psychological safety and learning behavior 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.
Mediators and team outcomes
- Kim, Lee & Connerton (2020) — The mediating role of collective efficacy and learning behavior between safety and performance.
- Mogard, Rorstad & Bang (2023) — How psychological safety increases the effectiveness of management teams through behavioral integration.
- O'Donovan & McAuliffe (2020) — Systematic identification of factors that enable psychological safety within demanding (healthcare) teams.
- Harvey, Leblanc & Cronin (2019) — A systems view of the team learning climate, beyond single-point emergence.
3. Relationality, Social Acceptance versus Rejection & Dissent
This cluster zooms in on interpersonal connection and the psychological pain or gain of belonging, particularly relevant for minorities and neurodivergent people.
Social acceptance, rejection and stigma
- Leary (2001); DeWall & Bushman (2011) — Fundamental psychological frameworks on the bitter and sweet consequences of interpersonal rejection and acceptance.
- Botha & Frost (2020) — The extension of the "minority stress model" to the mental health challenges of autistic adults.
- Johnson & Joshi (2016) — A stigma-threat perspective on the implications of an autism diagnosis for well-being in the workplace.
- Szostek (2019); Szostek, Balcerzak & Rogalska (2023) — The impact of the quality of interpersonal relationships on counterproductive work behavior (CWB).
Minority dissent and group awareness
- Curșeu & Schruijer (2023); Curșeu, Schruijer & Fodor (2017) — Minority dissent, social acceptance and conflict transformation in collaborative groups.
- Buder, Bodemer & Ogata (2021); Janssen & Bodemer (2013) — Theories of "group awareness" and digital tools to coordinate collaboration.
- Thatcher, Jehn & Zanutto (2003); Homan & van Knippenberg (2014); Jehn, Bezrukova & Thatcher (2007) — The destructive effect of "faultlines" and subgroup formation on performance.
4. Strategic Neuro-Inclusive HRM & Inclusive Leadership
This substantial theme operationalizes diversity management into concrete HR architecture and the dynamic between the neurotypical leader and the neurodivergent employee.
Neuro-inclusive HR frameworks and leadership
- Khan et al. (2023) — A layered theoretical framework for creating and managing an inclusive, neurodiverse workplace.
- Ali, Grabarski & Baker (2024) — How neurodiversity management increases affective commitment and lowers turnover intention through neurodiversity awareness.
- Szulc (2024) — Leading with understanding: cultivating positive relationships between neurotypical leaders and neurodivergent employees.
- Fujimoto & Uddin (2022) — Inclusive leadership for reducing inequality through a socioeconomic cycle.
Accommodations, interventions and barriers
- Pryke-Hobbes et al. (2023); Cook, Crane & Mandy (2024) — "Dropping the mask" (masking) in the workplace and the interrelational dynamics required for it.
- Lauder, McDowall & Tenenbaum (2022) — Systematic review of interventions to support adults with ADHD at work (and the critical scarcity of context-specific research).
- Krzeminska et al. (2019); Rollnik-Sadowska & Grabińska (2024); Mahto, Hogan & Sniderman (2022) — The strategic benefits, challenges and HR agendas for sustainable employment of neurodivergent people.
- 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 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 reflections on 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.
- Baron-Cohen (1997) — Mindblindness: the theoretical basis regarding autism and "Theory of Mind."
- Cage, Di Monaco & Newell (2018); Colombo-Dougovito, Dillon & Mpofu (2021) — Acceptance, well-being and mental health of neurodivergent adults in the community.
5. Cognitive Synergy & Advanced Multilevel Methodology
This methodological cluster contains your own core publications combined with the statistical and psychometric instruments needed to accurately analyze multilevel team data.
Empirical anchors of the dissertation
- van Rijswijk, Curșeu & van Oortmerssen (2024a) — Your systemic and integrative review of cognitive and neurodiversity in groups.
- van Rijswijk, Curșeu & van Oortmerssen (2024b) — Your empirical study of neurodivergence and boundary spanning as predictors of social skills and the diversity climate.
- Aggarwal et al. (2023); Aggarwal & Woolley (2019); Mitchell, Nicholas & Boyle (2009) — The empirical evidence for versatility in cognitive styles, team creativity and openness to knowledge creation.
- Ullman & Pullman (2015) — The neuroscientific foundation of the compensatory role of declarative memory in neurodevelopmental disorders.
- Driver (2003) — Diversity and collective learning processes in a group context.
Advanced statistics, scaling and psychometrics
These sources cover the mathematical and methodological justification of your quantitative analyses.
- Rockwood & Hayes (2017) — The MLmed macro for computing multilevel mediation and conditional process analysis in nested data.
- Enders & Tofighi (2007) — The absolute methodological authority on correctly centering (grand-mean vs. group-mean centering) predictors in multilevel models.
- Dyer, Hanges & Hall (2005) — The application of multilevel confirmatory factor analysis (MCFA) within leadership and team research.
- Siemsen, Roth & Oliveira (2010) — Detecting and controlling for Common Method Bias (CMB) in regression models with complex interaction and quadratic effects.
- Shamir & Kark (2004); Gwinner & Swanson (2003); Gafoor (2012) — The validation and use of single-item graphic scales to efficiently measure constructs such as organizational or fan identification and "awareness."