Journal Articles:

• De Kwaadsteniet, E., Homan, A. C., Van Dijk, E., & Van Beest, I. (2012). Social information as a cue for tacit coordination. Group Processes and Intergroup Relations, 15, 257-271.
• Greer, L. L., Homan, A. C., De Hoogh, A. H. B., & Den Hartog, D. N. (2012). Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. Journal of Applied Psychology, 97, 203-213.
• Homan, A. C., & Greer, L. L. (in press). Considering diversity: The positive effects of considerate leadership in diverse teams. Group Processes and Intergroup Relations.
• Homan, A. C., Greer, L. L., Jehn, K. A., & Koning, L. (2010). Believing shapes seeing: The impact of diversity beliefs on the construal of group composition. Group Processes and Intergroup Relations, 13, 477-493.
• Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., van Knippenberg, D., Ilgen, D. R., & van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse groups. Academy of Management Journal, 58, 1204-1222.
• Homan, A. C., van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007a). Bridging faultlines by valuing diversity: The effects of diversity beliefs on information elaboration and performance in diverse work groups. Journal of Applied Psychology, 92, 1189-1199.
• Homan, A. C., van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007b). Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups. Group Dynamics: Theory, Research, and Practice, 11, 79-94.
• Schippers, M., Homan, A. C., & van Knippenberg, D. (in press). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance. Journal of Organizational Behavior.
• Spisak, B. R., Homan, A. C., Grabo, A., & Van Vugt, M. (2012). Facing the situation: Testing a biosocial contingency model of leadership in intergroup relations using masculine and feminine faces. Leadership Quarterly, 23, 273-280.
• Steinel, W., Van Kleef, G. A., van Knippenberg, D., Hogg, M. A., Homan, A. C., & Moffit, G. (2010). How intragroup dynamics affect behavior in intergroup conflict: The role of group norms, prototypicality, and need to belong. Group Processes and Intergroup Relations, 13, 779-794.
• Van Kleef, G. A., Homan, A. C., Beersma, B., & van Knippenberg, D. (2010). On angry leaders and agreeable followers: How leaders' emotions and followers' personalities shape motivation and team performance. Psychological Science, 21, 1827-1834.
• Van Kleef, G. A., Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal, 52, 562-580.
• Van Kleef, G. A., Homan, A. C., Finkenauer, C., Blaker, N. M., & Heerdink, M. W. (in press). Pro-social norm violations fuel power perceptions. Journal of Experimental Social Psychology.
• Van Kleef, G. A., Homan, A. C., Finkenauer, C., Gündemir, S., & Stamkou, E. (2011). Breaking the rules to rise to power: How norm violators gain power in the eyes of others. Social Psychological and Personality Science, 2, 500-507.
• Van Knippenberg, D., Dawson, J. F., West, M. E., & Homan, A. C. (2011). Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64, 307-336.
• van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89, 1008-1022.

Other Publications:

• Homan, A. C., & Jehn, K. A. (2010). How leaders can make diverse groups less difficult: The role of attitudes and perceptions of diversity. In S. Schuman (Ed.), Handbook for working with difficult groups (pp. 311-322). Hoboken, NJ: Jossey-Bass.
• Homan, A. C., & Jehn, K. A. (2010). Organizational faultlines. In K. N. Hamnum, B. McFeeters, & L. Booysen (Eds.), Leadership Across Differences: Cases and Perspectives (pp. 87-94). San Francisco, CA: Pfeiffer/John Wiley & Sons.
• Oortwijn, M., Homan, A. C., & Saab, N. (2010). Methodologies of peer interactions: Insights from face-to-face, computer-supported, and group decision-making learning settings. In F. Columbus (Ed.), Collaborative learning: Methodology, types of interactions and techniques. Hauppauge, NY: Nova Science.