Transnational teams (TNTs) - teams whose members are geographically spread across at least two co-ntries - are often plag-ed with s-bstantial member differences. These incl-de the different time zones members work in, their different c-lt-ral c-stoms and norms, and the different native lang-ages...

Many organizations have moved to adopt high performance work designs in an effort to enhance organizational flexibility while increasing efficiency, output, and product quality. As a result, the use of voluntary organization-sponsored teams such as task forces, project teams and quality...

Why are some management teams more strongly oriented toward learning than others? The dominant notion in the learning literature is that teams will seek to learn when their outcomes do not live up to their aspirations. In this paper we argue that this perspective overlooks important factors in...

This chapter considers the previous contributions to this volume from two perspectives. First, I discuss how the chapters contribute to the under-standing of groups and group membership in terms of McGrath's (1986) prescriptions for research on groups. Second, I compare the chapters to the...

This paper draws from research on the phenomenology of how people experience time to examine how groups internally synchronize their work. We begin by reviewing the current paradigm on group temporal alignment, derived from biological and physical principles of entrainment. We argue that despite...

This paper reviews the effects of familiarity on the group process. Previously, familiarity has been defined as interpersonal knowledge of another individual. Familiarity is a dyadic construct, based on the relationship between two individuals. We consider familiarity from a phenomenological...

A comparison of two motivations for engaging in work organizations suggests that people are motivated by both the resources they receive from their organizations and by the role that the organization plays in creating and sustaining a favorable view of ones status. Status issues are especially...