Written for those interested in the topic of "shared knowledge" in organizations, this edited volume brings together a variety of themes and perspectives that emerge when multidisciplinary scholars examine this important subject. The papers were presented at a conference designed to bring together behavioral scientists who were interested in the creation, conversation, distribution, and protection of knowledge in organizations.
The editors bring together a distinguished group of social psychologists who have made important contributions to social cognition and group processes. They cast a wide net in terms of the topics covered and challenged the authors to think about how their research applies to the management or mismanagement of knowledge in organizations. The volume is divided into three sections: knowledge systems, emotional-motivational systems, and communication and behavioral systems. A final conclusion chapter discusses and integrates the various contributions.

For too long, organizational scientists have not adequately attended to the problems of unethical behavior in organizations. This collection of essays provides the stimulus needed to help move the study of unethical behavior to center stage in the organizational sciences. It does so by posing provocative questions that not only entail a concern for understanding unethical behavior but that also strike at the very core of how and why organizations function as they do. The book addresses: * the asymmetries in power and influence created by hierarchies that give rise to ethical problems; * the tactics that might reduce the effectiveness of improper influence attempts; and * how the inappropriate use of influence diffuses, for example, through a market.

In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as well as organizational theory; examining leadership as a psychological process and as afforded by organizational constraints and opportunities. The editors' goal was not to focus the chapters on a single approach to the study and conceptualization of leadership but rather to display the diversity of issues that surround the topic.
Leadership scholars have identified a host of approaches to the study of leadership. What are the personal characteristics of leaders? What is the nature of the relation between leaders and followers? Why do we perceive some people to be better leaders than others? What are the circumstances that evoke leadership qualities in people? Can leadership be taught? And so on. The contributions to this book examine these important questions and fall into three categories: conceptions of leadership, factors that influence the effectiveness of leadership, and the consequences and effects of leadership on the leader. All in all, the chapters of this volume display part of a broad spectrum of novel and important approaches to the study of the psychology of leadership. We hope that they are equally useful to those who are or would be leaders and to those who study the topic. As recent events have served to remind us, it is too important a topic to be ignored by psychologists.

For too long, organizational scientists have not adequately attended to the problems of unethical behavior in organizations. This collection of essays provides the stimulus needed to help move the study of unethical behavior to center stage in the organizational sciences. It does so by posing provocative questions that not only entail a concern for understanding unethical behavior but that also strike at the very core of how and why organizations function as they do. The book addresses:
* the asymmetries in power and influence created by hierarchies that give rise to ethical problems;
* the tactics that might reduce the effectiveness of improper influence attempts; and
* how the inappropriate use of influence diffuses, for example, through a market.

Written for those interested in the topic of "shared knowledge" in organizations, this edited volume brings together a variety of themes and perspectives that emerge when multidisciplinary scholars examine this important subject. The papers were presented at a conference designed to bring together behavioral scientists who were interested in the creation, conversation, distribution, and protection of knowledge in organizations.
The editors bring together a distinguished group of social psychologists who have made important contributions to social cognition and group processes. They cast a wide net in terms of the topics covered and challenged the authors to think about how their research applies to the management or mismanagement of knowledge in organizations. The volume is divided into three sections: knowledge systems, emotional-motivational systems, and communication and behavioral systems. A final conclusion chapter discusses and integrates the various contributions.

An exploration of both classic and contemporary conceptions of leadership, focusing on social psychological approaches to central questions such as the way people think about leaders and leadership, the personality attributes of leaders, power and influence, trust, and the qualities that sustain positive relationships between leaders and followers.

An exploration of both classic and contemporary conceptions of leadership, focusing on social psychological approaches to central questions such as the way people think about leaders and leadership, the personality attributes of leaders, power and influence, trust, and the qualities that sustain positive relationships between leaders and followers.

A social dilemma is a situation in which the interests of the collective and its individual members clash. In these situations individuals typically are tempted to take actions that favor (sometimes even maximize) their short-term egocentric interests. However if all group members adopt such behaviors, the group suffers since all its members are worse off than they could be by endorsing alternative pro-social actions that favor (sometimes even maximize) the collective interest. This book provides an overview and summary of the state of social psychological research on social dilemmas. It is organized around four core issues: individual differences which determine people's preferences for outcomes that promote either their own or their group's well-being; the study of dynamic processes based on simulations of artificial societies; social dilemmas that emerge in inter-group conflicts; and the effect of various types and sources of uncertainty on behavior in social dilemma situations.

Social dilemmas are situations in which individuals, groups or nations face a choice between their own short-term interests and the longer-term interests of all parties involved, including themselves. As a consequence, in the end they all regret the way they have acted. Examples of social dilemmas are easy to find: depletion of vital resources, arms races, over-production of hazardous substances and environmental pollutants, information hoarding, and the failure to provide and maintain public goods. Understanding the dynamics of social dilemmas constitutes a major challenge. One prominent feature that distinguishes this book is the focus on computer simulations as a methodology for the exploration of the dynamic interplay of individual level processes and aggregate outcomes.

In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as well as organizational theory; examining leadership as a psychological process and as afforded by organizational constraints and opportunities. The editors' goal was not to focus the chapters on a single approach to the study and conceptualization of leadership but rather to display the diversity of issues that surround the topic.
Leadership scholars have identified a host of approaches to the study of leadership. What are the personal characteristics of leaders? What is the nature of the relation between leaders and followers? Why do we perceive some people to be better leaders than others? What are the circumstances that evoke leadership qualities in people? Can leadership be taught? And so on. The contributions to this book examine these important questions and fall into three categories: conceptions of leadership, factors that influence the effectiveness of leadership, and the consequences and effects of leadership on the leader. All in all, the chapters of this volume display part of a broad spectrum of novel and important approaches to the study of the psychology of leadership. We hope that they are equally useful to those who are or would be leaders and to those who study the topic. As recent events have served to remind us, it is too important a topic to be ignored by psychologists.

Although much has been written on the subject of environmental impact, little attention has been given to the psychology behind decisions that affect the environment. Environment, Ethics, and Behavior demonstrates how understanding the psychological determinants of environmental behavior may be the key to saving the earth for future generations. In this unique collection of essays, many of the leading social, cognitive, and decision psychologists offer revealing insights from their own research on environmental behavior. Their scholarly perspectives shed light on the interaction between psychological theory and contemporary environmental and ethical issues and stimulate discussion on future research topics.

A social dilemma is a situation in which the interests of the collective and its individual members clash. In these situations individuals typically are tempted to take actions that favor (sometimes even maximize) their short-term egocentric interests. However if all group members adopt such behaviors, the group suffers since all its members are worse off than they could be by endorsing alternative pro-social actions that favor (sometimes even maximize) the collective interest. This book provides an overview and summary of the state of social psychological research on social dilemmas. It is organized around four core issues: individual differences which determine people's preferences for outcomes that promote either their own or their group's well-being; the study of dynamic processes based on simulations of artificial societies; social dilemmas that emerge in inter-group conflicts; and the effect of various types and sources of uncertainty on behavior in social dilemma situations.