Topic: Work Groups & Teams

Paper details:
***4 Pages***
Research Stream – Work Groups & Teams

Extend the literature review provided to you in the reading list by at least 3 more papers (ideally recent) on employee behavior research.

Based on the readings & extended literature review, write a paper, addressing the following issues:

1 What is special about workgroups and teams?
2 What are the key theories and findings of work groups and teams research?
3 What are the key implications for management practice?
4 Why should we study work groups and teams?

Organize paper in a scholarly way.

Add section titles when necessary.

Explain logic and when appropriate, use external sources and use proper citations.

Conclude report with a paragraph or so evaluating the entire exercise in terms of what you have learned and your reflections on the topic.
Assignment Expectations

1 Able to understand the key themes in the reading list.
2 Able to understand employee behavior research theories, findings and implications.
3 Answer the questions with clarity, depth and critical thinking.
4 Completeness and coherence: Chain of thought is easy to follow.
5 Collected relevant evidences and consulted additional papers/resources to support the propositions.
Paper is clearly written with appropriate format. Reference list is complete. Citation is properly done.
Required Reading

Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38, 408-437.

Cohen & Bailey. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239-290.

George, J. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75, 2, 107-116.

Ilgen, D.R., Hollenbeck, J.R., Johnson, M. & Jundt, D. (2005). Teams in organizations: From I-P-O Models to IMOI models. Annual Review of Psychology, 56, 517-543.

Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.

Optional Readings

Barrick, Stewart, Neubert, & Mount (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377-391.

Barry, B. & Stewart, G.L. (1997). Composition, process, and performance in self-managed groups: The role of personality. Journal of Applied Psychology, 82, 62-78.

Bunderson, J. S. (2003). Recognizing and utilizing expertise in work groups: A status characteristics perspective. Administrative Science Quarterly, 48, 557-591.

Johnson, M. D., Hollenbeck, J. R., Humphrey, S. E., Ilgen, D. R., Jundt, D. K., & Meyer, C. J. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103-119.

Morgeson, F. P. (2005). The external leadership of self-managing teams: Intervening in the context of novel and disruptive events. Journal of Applied Psychology, 90, 497-508.

Sherony, K.M. & Green, S.G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87, 542-548.

Topic: Work Groups & Teams

Paper details:
***4 Pages***
Research Stream – Work Groups & Teams

Extend the literature review provided to you in the reading list by at least 3 more papers (ideally recent) on employee behavior research.

Based on the readings & extended literature review, write a paper, addressing the following issues:

1 What is special about workgroups and teams?
2 What are the key theories and findings of work groups and teams research?
3 What are the key implications for management practice?
4 Why should we study work groups and teams?

Organize paper in a scholarly way.

Add section titles when necessary.

Explain logic and when appropriate, use external sources and use proper citations.

Conclude report with a paragraph or so evaluating the entire exercise in terms of what you have learned and your reflections on the topic.
Assignment Expectations

1 Able to understand the key themes in the reading list.
2 Able to understand employee behavior research theories, findings and implications.
3 Answer the questions with clarity, depth and critical thinking.
4 Completeness and coherence: Chain of thought is easy to follow.
5 Collected relevant evidences and consulted additional papers/resources to support the propositions.
Paper is clearly written with appropriate format. Reference list is complete. Citation is properly done.
Required Reading

Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38, 408-437.

Cohen & Bailey. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239-290.

George, J. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75, 2, 107-116.

Ilgen, D.R., Hollenbeck, J.R., Johnson, M. & Jundt, D. (2005). Teams in organizations: From I-P-O Models to IMOI models. Annual Review of Psychology, 56, 517-543.

Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.

Optional Readings

Barrick, Stewart, Neubert, & Mount (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377-391.

Barry, B. & Stewart, G.L. (1997). Composition, process, and performance in self-managed groups: The role of personality. Journal of Applied Psychology, 82, 62-78.

Bunderson, J. S. (2003). Recognizing and utilizing expertise in work groups: A status characteristics perspective. Administrative Science Quarterly, 48, 557-591.

Johnson, M. D., Hollenbeck, J. R., Humphrey, S. E., Ilgen, D. R., Jundt, D. K., & Meyer, C. J. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103-119.

Morgeson, F. P. (2005). The external leadership of self-managing teams: Intervening in the context of novel and disruptive events. Journal of Applied Psychology, 90, 497-508.

Sherony, K.M. & Green, S.G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87, 542-548.