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Work Groups in Organizational Culture

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

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.

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What is special about workgroups and teams?
Evidence has shown that workforce groups and organizational teams produce effective and positive results for organizations. Teams represent an opportunity for organizations to give employees a sense of purpose and connection with the organization and teams are used to foster stronger relations between co-workers and to gather input from members while providing employees with a sense of ...

Solution Summary

This is a discussion on the importance of work groups in teams in organizational culture.

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