Organizational Behavior and Theory Commons^™

Exploring Grief And Mourning In Work Teams: A Phenomenological Multi-Case Study, Ashley L. Kutach

Human Resource Development Theses and Dissertations

The purpose of this research study was to explore the experiences of team members when a fellow team member returns to work after the unexpected death of a loved one. The participants in the study gave accounts of their personal experiences, and the overall team experiences, following a team member’s return to work. The goal of the study was to investigate these experiences to provide insight that is not available in current literature.

This research was a phenomenological multi-case study based on six theoretical literature foundations: grief dual process model, social support model, team-member exchange theory, social network theory, group …

Collective Failure: The Emergence, Consequences, And Management Of Errors In Teams, Bradford S. Bell, Steve W. J. Kozlowski

Bradford S Bell

The goal of the current chapter is to examine the emergence, consequences, and management of errors in teams. We begin by discussing the origin and emergence of errors in teams. We argue that errors in teams can originate at both the individual and collective level and suggest this distinction is important because it has implications for how errors propagate within a team. We then consider the paradoxical effects of errors on team performance and team learning. This discussion highlights the importance of error management in teams so that errors can prompt learning while at the same time mitigating their negative …

Who Benefits From Teams? Comparing Workers, Supervisors, And Managers, Rosemary Batt

Rosemary Batt

This paper offers a political explanation for the diffusion and sustainability of team-based work systems by examining the differential outcomes of team structures for 1200 workers, supervisors, and middle managers in a large unionized telecommunications company. Regression analyses show that participation in self-managed teams is associated with significantly higher levels of perceived discretion, employment security, and satisfaction for workers and the opposite for supervisors. Middle managers who initiate team innovations report higher employment security, but otherwise are not significantly different from their counterparts who are not involved in innovations. By contrast, there are no significant outcomes for employees associated with …