The chapters in this collection address a variety of concerns in organizational theory, ranging from the evolution of organizations and cross-cultural analyses of managerial behavior to the micro-sociology of knowledge brokering within organizations and the etiology of organizational messes. Swaminathan, examines resource partitioning theory, an important theoretical perspective in population ecology. The next three chapters, broadly construed, address issues of organizational innovation, learning, and adaptation in complex environments. The next contribution, by John Carroll, Jenny Rudolph, and Sachi Hatakenaka examines how high-hazard organizations learn from experience. As with all organizations, high-hazard organizations such as nuclear power plants and chemical plants attempt to learn from experience in order to improve performance and, of course, to avoid catastrophic failure. Unlike many other kinds of organizations, however, failure to learn from prior experience-especially with respect to learning effectively from errors and mishaps-can prove extremely costly and even fatal. Hence, these organizations must balance between learning and control, and must do so under conditions of considerable oversight and scrutiny. provocative analysis of the role disorganization plays in organizational life. The two following chapters in this volume provide important overviews of theory and research on classic phenomena within organizational theory, followed by original theoretical syntheses. Robert Baron's chapter then undertakes a fresh and useful examination of the burgeoning literature on entrepreneurship and the two final chapters in the volume examine essential issues related to our understanding of organizations and the cultural environments in which they are embedded.

This book, in honor of David Messick, is about social decisions and the role cooperation plays in social life. Noted contributors who worked with Dave over the years will discuss their work in social judgment, decision making and ethics which was so important to Dave. The book offers a unique and valuable contribution to the fields of social psychology and organizational behavior. Ethical decision making, a central focus of this volume, is highly relevant to current scholarship and research in both disciplines. The volume will be suitable for graduate level courses in organizational behavior, social psychology, business ethics, and sociology.

This volume celebrates the first quarter century of publishing Research in Organizational Behavior. From its inception, Research in Organizational Behavior has striven to provide important theoretical integrations of major literatures in the organizational sciences, as well as timely examination and provocative analyses of pressing organizational issues and problems.
In keeping with this tradition, the current volume offers an eclectic mix of scholarly articles that address a variety of important questions in organizational theory and do so from a diverse range of disciplinary perspectives and theoretical orientations. A number of the chapters also directly engage contemporary events and dilemmas of considerable importance.

Organizational trust is a subject which has over the past decade become of increasing importance to organizational theory and research. This book examines what trust is, how it is developed and maintained, its underpinnings, manifestations, and its fragility, through a presentation and discussion of key readings.

This volume is a readily accessible compilation of current, original research in the area of power and influence in organizations. Power and Influence in Organizations offers a rich exploration of emerging trends and new perspectives. Contributors include leading scholars in organizational behavior and theory and major contemporary intellectual pioneers in research on power and influence, including Samuel B. Bacharach, Robert Cialdini, Edward J. Lawler, and Jeffrey Pfeffer. Each contributor provides insight into his or her own research, an overview of general trends, and thoughts about the direction of future research. Topics examined include manipulation of employee perceptions and values; the links between power and accountability; sharing power; the effects of gender on power and influence; illusions of influence; and impression management. Advanced students and scholars in organizational behavior, social influence, power and politics, conflict management, and institutional politics will find Power and Influence in Organizations stimulating and a useful roadmap to present and future research.

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.

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.

Leading theoreticians and researchers present current thinking about the role played by group memberships in people's sense of who they are and what they are worth. The chapters build on the assumption, developed out of social identity theory, that people create a social self that both defines them and shapes their attitudes and behaviors. The authors address new developments in the theoretical frameworks through which we understand the social self, recent research on the nature of the social self, and recent findings about the influence of social context upon the development and maintenance of the social self.

Over the past decade, research and theory on heroism and heroic leadership has greatly expanded, providing new insights on heroic behavior. The Handbook of Heroism and Heroic Leadership brings together new scholarship in this burgeoning field to build an important foundation for further multidisciplinary developments. In its three parts, "Origins of Heroism," "Types of Heroism," and "Processes of Heroism," distinguished social scientists and researchers explore topics such as morality, resilience, courage, empathy, meaning, altruism, spirituality, and transformation. This handbook provides a much-needed consolidation and synthesis for heroism and heroic leadership scholars and graduate students.

Over the past decade, research and theory on heroism and heroic leadership has greatly expanded, providing new insights on heroic behavior. The Handbook of Heroism and Heroic Leadership brings together new scholarship in this burgeoning field to build an important foundation for further multidisciplinary developments. In its three parts, "Origins of Heroism," "Types of Heroism," and "Processes of Heroism," distinguished social scientists and researchers explore topics such as morality, resilience, courage, empathy, meaning, altruism, spirituality, and transformation. This handbook provides a much-needed consolidation and synthesis for heroism and heroic leadership scholars and graduate students.

The sinking public trust in contemporary institutions is a multifaceted phenomenon with political, sociological, economic, and psychological antecedents and consequences. Restoring Trust in Organizations and Leaders is the first volume to adopt the multidisciplinary approach required to understand this decline and to propose and assess remedies. Editors Roderick M. Kramer and Todd L. Pittinsky have assembled contributions from leading psychologists, sociologists, economists, and organizational theorists. In response to such blows to public confidence as the scandals in the Roman Catholic Church, numerous corporate accounting frauds, widespread retirement insecurity, the inadequacy of many school systems, and the failure of politicians in the United States and Europe to come to grips with the economic crisis, Restoring Trust offers a compelling and mind-opening mix of theory, examples, and practical prescription for the critical social problem of restoring public trust in organizations, institutions, and their leaders.

Over the past two decades, the topic of trust moved from bit player to center stage in organizational theory and research. Whereas previously it often had been treated as a mediating variable in empirical studies - a variable of secondary interest, at best - trust emerged in the 1990s as a subject deemed important and worthy of study in its own right. Despite the importance of the topic, to date no single volume currently exists that provides the motivated reader with a sound introduction to, and reasonable overview of, this rapidly growing, widely dispersed, multi-disciplinary literature. Indeed, some of the most influential, foundational pieces remain scattered in obscure journals or books, some of which are not easily found or, in some instances, no longer even in print. Thus the individual scholar hoping to come up to speed with this literature currently had nowhere to turn. This reader provides trust scholars and researchers with a handy reference volume, a broad guide for graduate students hoping to understand and possibly contribute to this significant and still-growing literature, and a resource for teachers at the undergraduate level of undergraduate anthropology, economics, political science, psychology, organizational sciences, and sociology courses.

This volume is a readily accessible compilation of current, original research in the area of power and influence in organizations. Power and Influence in Organizations offers a rich exploration of emerging trends and new perspectives. Contributors include leading scholars in organizational behavior and theory and major contemporary intellectual pioneers in research on power and influence, including Samuel B. Bacharach, Robert Cialdini, Edward J. Lawler, and Jeffrey Pfeffer. Each contributor provides insight into his or her own research, an overview of general trends, and thoughts about the direction of future research. Topics examined include manipulation of employee perceptions and values; the links between power and accountability; sharing power; the effects of gender on power and influence; illusions of influence; and impression management. Advanced students and scholars in organizational behavior, social influence, power and politics, conflict management, and institutional politics will find Power and Influence in Organizations stimulating and a useful roadmap to present and future research.

"An impressive collection. Roderick M. Kramer and Tom R. Tyler have brought together a set of forefront studies that illuminate the causes and consequences of trusting behavior. This book will help shape the agenda for many years." --Mayer N. Zald, Department of Sociology, University of Michigan "Trust is like bone in an organization--undergirding, supporting, and enabling flesh and blood growth and function. This volume does a remarkable job of illustrating how healthy (versus unhealthy) trust systems develop and of tracing the profound consequences. It represents an invaluable resource for professionals interested in the dynamics of organizational effectiveness." --Robert B. Cialdini, Regents Professor of Psychology, Arizona State University "Roderick Kramer and Tom Tyler have produced an authoritative and stimulating collection of essays that raise the critical questions about trust. In the process, they challenge rational choice and social science generally to develop better models of negotiation and decisionmaking. Trust in Organizations goes a long way towards providing the foundations for such theorizing." --Margaret Levi, Department of Political Science, University of Washington Organizational theorists have long recognized the central role that trust plays in organizational life. They have noted that trust facilitates exchanges among individuals, enhances cooperation and coordination, and contributes to more effective social and organizational relationships. Researchers agree that there is a need for a better understanding of trust in organizations. Trust in Organizations is an essential guide that will provide students and professionals in organization studies, management, and public administration with a wealth of knowledge concerning the importance of trust. Editors Roderick M. Kramer and Tom R. Tyler have assembled a cross-disciplinary group of scholars--from social psychology, behavioral economics, sociology, and organizational theory--to bring together some of the newest and most exciting conceptual perspectives in this field. These contributions also reflect a variety of new methodological approaches to the study of trust. This volume's broad coverage includes discussion of the psychological and social antecedents of trust, the effects of social and organizational structures on trust, and the broad effects of trust on organizational functioning.

"This is a valuable book. It is a rare combination of appreciation and criticism; it is an eloquent statement of conceptual advocacy. Negotiation as a Social Process attempts the difficult task of the needed reform of a successful field and it does so by example as well as precept. . . . Kramer and Messick have done their research colleagues a great service; let us hope that they make the most of it." --Robert L. Kahn, Professor Emeritus, The University of Michigan "Negotiation as a Social Process puts the 'social' back in negotiation theory and research, where it belongs. Consisting of contributions by some of today's leading negotiation researchers, this volume is a direct response to the undue emphasis placed in recent years on the role of cognition in negotiation. Just as one needs two hands to clap (unless you are a Zen Buddhist), one needs two or more sides to negotiate. This excellent collection explicitly addresses the social and relational context in which negotiations invariably occur and, in doing so, returns the discussion to its proper place." --Jeff Rubin, Program on Negotiation, Harvard Law School In the past several years, negotiation and conflict management research has emerged as one of the most active and productive areas of research in organizational behavior. Although most research has focused on the cognitive aspects of negotiation, few address the impact of social processes and contexts on the negotiation process. Because negotiations always occur in the context of some preexisting social relationship between the negotiating parties, this neglect is unfortunate. Editors Rod Kramer and Dave Messick have brought together original theory and research from many of the leading scholars in this important and emerging area of negotiation research. Negotiation as a Social Process covers a wide range of topics, including the role of group identification and accountability on negotiator judgment and decision making, the importance of power-dependence relations on negotiation, intergroup bargaining, coalitional dynamics in bargaining, social influence processes in negotiation, cross-cultural perspectives on negotiation, and the impact of social relationships on negotiation. Scholars, students, and professionals in organization, management, and communication studies will find Negotiation as a Social Process an important and thought-provoking volume.