Minority dissent and team innovation:the importance of participation in decision making

De Dreu, Carsten K.W. and West, Michael A. (2001). Minority dissent and team innovation:the importance of participation in decision making. Journal of Applied Psychology, 86 (6), pp. 1191-1201.


This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation.

Publication DOI: https://doi.org/10.1037/0021-9010.86.6.1191
Divisions: Aston Business School
Uncontrolled Keywords: minority dissent,individual creativity,team diversity,group decision making,team participation,decision making,innovation,creativity,divergent thought
Full Text Link: http://psycnet.apa.org/?&fa=main.doiLanding&doi=10.1037/0021-9010.86.6.1191
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Published Date: 2001
Authors: De Dreu, Carsten K.W.
West, Michael A.


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