Reference no: EM131976643

Assignment: WORK GROUPS AND TEAMS

Case Overview

Read the assigned papers.

Case Assignment

1. Extend the literature review provided to you in the reading list by at least 3 more papers (ideally recent) on work groups and teams.

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

1. What is special about work groups 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 your paper in a scholarly way. Add section titles when necessary. Explain your logic and when appropriate, use external sources and proper citations.

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

The paper should be between 5 and 12 pages long. (7pgs)

Assignment Expectations

1. Able to understand the key themes in the reading list.
2. Able to understand work groups and teams 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.
6. Paper is written clearly, with appropriate format. Reference list is complete. Citation is properly done.

NOTE:

Case OUTCOMES.

• Understand theories of work groups and teams, trends in this line of research, and its implications for management research and practice.

WORK GROUPS AND TEAMS

Required Reading

Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams.Administrative Science Quarterly, 38, 408-437.
Alexander, L., & Van Knippenberg, D. (2014). Teams in Pursuit of Radical Innovation: A Goal Orientation Perspective. Academy Of Management Review, 39(4), 423-438. Doi:10.5465/Amr.2012.0044

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 Reading

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.