This seventh volume of "Research on Managing Groups and Teams" examines the effects of status on individuals and groups. At the most basic level status describes the rank of individuals or groups within a specified context. It refers to the prestige hierarchy which determines, which individuals or groups are afforded honor and respect and are, consequently, given opportunities to influence outcomes. The authors in this volume consider both the role of status within groups and how the status of groups within their larger context affects members and overall group effectiveness. Consequently, the works presented here consider the relationship between the status of individuals and groups, the treatment they receive, and their participation within their immediate environment; the link between exhibited behaviors and status conferral; and the emergence and effects of status rivalries within and across groups, including challenges to existing status hierarchies. This book will be of particular interest to individuals interested in understanding the effects of status on individuals and the groups and organizations in which they are embedded.

Affective phenomena permeate group life. When individuals work together in groups, feelings of pride, fear, hope, anger, and anxiety constantly emerge and have a profound influence on group member behavior. The experience and expression of moods and emotions shape whether group members form close bonds with one another, how they negotiate roles and status differences, resolve their conflicts, make decisions, and ultimately whether they accomplish their collective goals. After a long history of focusing on cognitive and behavioral processes, group researchers are beginning to take more seriously the role of affective phenomena.
This tenth volume of Research on Managing Groups and Teams brings together some of the top researchers studying the interplay of groups and affect. The works presented examine how groups influence individual members emotional experiences; in turn, how a groups success depends on the emotions and emotional capabilities of its members; how moods and emotions mediate the effects of demographic diversity in groups, the emergence of intra-group conflict, and the attachment individuals feel to their groups; and how emotions foster divisions between groups, organizations, or even societies. This book is of interest to anyone seeking to better understand group dynamics, the social nature of moods and emotions, or the ways in which affective phenomena can be leveraged to increase human performance and productivity.
Research on Managing Groups and Teams is now available online at ScienceDirect full-text online of volumes 3 onwards.
*Advances understanding of groups and teams within the organizational context
*Emphasis is on empirical investigation andtheoretical analysis, focusing on new perspectives and cutting edge approaches
*A multi-disciplinary work including: social psychology, sociology, political science, organizational behavior and theory

The eighth volume on Managing Groups in Teams focuses on the forces that perpetuate or mitigate unethical behavior in groups. Group-based interactions, in comparison to individual interactions, pose unique challenges: the salient dimensions in the external environment can be different, within-group processes must be considered, and decision-making needs to be analyzed within a group-based context. The authors in this volume reflect on these forces and their role in unethical behavior.
In the external environment, legal and ethical standards, sanctioning systems, the strategic fracturing of knowledge within organizations, and the communication medium used in virtual teams are identified as important influences on unethical behavior in group settings.
Within the group, it is argued that certain processes such as social cohesion, group-level envy, and the intersection of self-interest and social identity are influential in ethical dilemmas. And, at the decision-making level, an examination of ethical decision-making within groups suggests that perspective taking by individual members, the felt pressure to avoid in-group favoritism by minorities, and intergenerational decisions must be taken into account.
Together, these articles underscore the importance of considering the role that groups play in unethical behavior and are an essential source of information for those who wish to understand how unethical decisions are perpetuated within groups and organizations.

This volume is based on the premise that in an era of rapid globalization, while there is a great deal of convergence on many aspects of group processes and interactions across national cultures, it is the understanding and appreciation of the divergence among people of different national cultural backgrounds that make all the difference. Contributors to this volume address two broad important questions: Do our theories of groups and teams functioning apply universally? And how do our theories apply, if at all, in multicultural settings? In addition, this volume highlights new exciting topics in the cross-cultural area: power, time, creativity, emotions, networks, and multi-cultural diversity. Together, the chapters attest to the fact that study of national culture is flourishing and important. It not only informs but also modifies and enriches theories and research of group processes and social behavior. The collective effort in this book should stimulate further inquiry regarding the role of national culture in the increasingly globalized human experience. This book features an international representation. It addresses a variety of group processes. It investigates group processes in a multi-cultural environment (i.e., a global company).

This book comprises the work of scholars who gathered in May, 1998 at a conference held at Stanford University's Graduate School of Business Administration. The conference was part of an ongoing series presenting cutting-edge research on teams.

Presented first, are those articles that address particular macro aspects of team context and their influences on team process and effectiveness and ultimately their effectiveness as performing units. The following chapters address: how the organizational context shapes the timing of behavior in teams; process outcome and the effects of organizational performance on top management teams; group process and the nature of contextual features; conditions under which working teams actively manage their external environments and consequences of those actions. The work concludes with an overview of the multiple ways that contexts affect and are affected by group behavior, helping the reader to organize and to extend their understanding of contextual phenomena.