"Creativity and Innovation in Organizational Teams" stemmed from a conference held at the Kellogg School of Management in June 2003 covering creativity and innovation in groups and organizations. Each chapter of the book is written by an expert and covers original theory about creative processes in organizations. The organization of the text reflects a longstanding notion that creativity in the world of work is a joint outcome of three interdependent forces--individual thinking, group processes, and organizational environment.
Part I explores basic cognitive mechanisms that underlie creative thinking, and includes chapters that discuss cognitive foundations of creativity, a cognitive network model of creativity that explains how and why creative solutions form in the human mind, and imports a ground-breaking concept of "creativity templates" to the study of creative idea generation in negotiation context. The second part is devoted to understanding how groups and teams in organizational settings produce creative ideas and implement innovations. Finally, Part III contains three chapters that discuss the role of social, organizational context in which creative endeavors take place.
The book has a strong international mix of scholarship and includes clear business implications based on scientific research. It weds the disciplines of psychology, cognition, and business theory into one text.

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.

Negotiation is the most important skill anyone in the business world can have today, because people must continually negotiate their jobs, responsibilities, and opportunities. Yet very few people know strategies for maximizing their outcomes in everyday and in more formal business situations. This volume provides a comprehensive overview of this emerging topic through original contributions from leaders in social psychology and negotiation research. All topics covered are core to the understanding of the negotiation process and include: decision-making and judgment, emotion and negotiation, motivation, and game theory.

Negotiation is the most important skill anyone in the business world can have today, because people must continually negotiate their jobs, responsibilities, and opportunities. Yet, very few people know strategies for maximizing their outcomes in everyday and in more formal business situations. People often needlessly throw away hundreds of thousands of dollars and sour interpersonal relationships because they do not know how to effectively negotiate. Negotiation training and research allows opportunity for managers to assess their negotiation abilities and learn practical techniques and strategies for improving their ability to negotiate effectively.
Negotiation is an emerging topic in social psychology and academics in Business and Management are increasingly looking to social-psychological theory and research to help understand some of the fundamental processes occurring during negotiation.
This book will serve as a comprehensive overview of the topic with original contributions from leaders in social psychology and negotiation research. All topics covered in this volume are core to the understanding of the negotiation process and include: decision-making and judgment, emotion and negotiation, motivation and game theory. These chapters will strengthen basic knowledge of the principles and theories of negotiation, as well as illustrate effective implementation of negotiation strategy and dispute resolution.

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.

Creativity and Innovation in Organizational Teams stemmed from a conference held at the Kellogg School of Management in June 2003 covering creativity and innovation in groups and organizations. Each chapter of the book is written by an expert and covers original theory about creative processes in organizations. The organization of the text reflects a longstanding notion that creativity in the world of work is a joint outcome of three interdependent forces--individual thinking, group processes, and organizational environment. Part I explores basic cognitive mechanisms that underlie creative thinking, and includes chapters that discuss cognitive foundations of creativity, a cognitive network model of creativity that explains how and why creative solutions form in the human mind, and imports a ground-breaking concept of "creativity templates" to the study of creative idea generation in negotiation context. The second part is devoted to understanding how groups and teams in organizational settings produce creative ideas and implement innovations. Finally, Part III contains three chapters that discuss the role of social, organizational context in which creative endeavors take place. The book has a strong international mix of scholarship and includes clear business implications based on scientific research. It weds the disciplines of psychology, cognition, and business theory into one text.

2Each article in this collection has exerted a tremendous impact on the field of organizational behavior. The articles are organized into seven major sections: (1) the science of and metaphor of micro OB; (2) decision making; (3) negotiation and social dilemmas; (4) groups and teams; (5) procedural justice; (6) relationships and trust; and (7) values, norms and politics. The organization of the book reflects a progression through widening levels of analysis. The section on decision making focuses on the cognition and behavior of the individual actor; the sections on negotiation and groups focus on dyads and groups; and the procedural justice, relationships and values sections focus on how the organizational actor is embedded in networks, organizational norms, and institutional practices. For each of the major sections, there is a short overview.
The articles in this book provide a framework for scholarly thinking in these areas, allowing readers to better develop new ideas and theories about micro organizational behavior.
This volume is an invaluable resource for students, researchers and instructors in the fields of Social Psychology, Industrial and Organizational Psychology, Organizational Behavior, and Business and Management.

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