Group Dynamics Literature Review Bartel,

Group Dynamics Literature Review

Bartel, C. (2013). THE SOCIAL NEGOTIATION OF GROUP PROTOTYPE AMBIGUITY IN DYNAMIC ORGANIZATIONAL CONTEXTS. Academy of Management Review, 503-524.

This article focuses on how the changing nature of work and working today elicits prototype ambiguity in groups -- a shared perception among group members that the attributes, attitudes, and actions that define and describe the typical group member are unclear.

Hatch, M., & Cunliffe, A. (2006). Organization Theory (2nd ed.). London: Oxford.

Modern organizations can be defined by significant amounts of complexity and uncertainty. One benefit of a multi-perspective approach is that from the acceptance of multiple perspectives this can help the organization embrace complexity and uncertainty and their contradictory demands

Binsiddiq, Y., & Alzahmi, R. (2013). Work engagement and Group Dynamics in Diverse and Multicultural Teams. Review of Management Innovation & Creativity, 121-133.

There has been growing substantial research on the group processes within diverse and multicultural teams, with the findings of numerous research results have been contradictory and this paper aims to identify gaps in knowledge with regard to work engagement and group dynamics

Minbaeva, D., Pedersen, T., Bjorkman, I., Fey, C., & Park, H. (2003). MNC knowledge transfer, subsidary absorptive capacity, and HRM. Journal of International Business Studies, 34(6), 581-599.

International organizations that can transfer knowledge more efficiently crossed borders are more likely to be more successful and consequently those who cannot transfer information are at a significant disadvantage in globalized markets.

Judge, T., & Bono, J. (2000). Five factor model of personality and transformational leadership. Journal of Applied Psychology, 751-765.

A transformational leader has been referred to in the literature as a leader who appeals to the moral value of followers, which works to transform their personal goals into organizational goals and in turn mobilizes their energies and resources to reform organizations

Lunnenburg, F. (2010). Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 1-5.

The LMX theory might be interesting to look into. The basic idea behind the leader-member exchange (LMX) theory is that leaders form two groups, an in-group and an out-group, of followers.

Naor, M., Linderman, K., & Schroeder, R. (2010). The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and organizational culture and its impact on manufacturing performance. Journal of Operations Management, 194-205.

Another analysis on multicultural teams that focuses on differences that lie between Eastern and Western cultures will make the HR role even more dynamic and essential to the organization's success.

Bell, S., & Morse, S. (2013). An Approach to Comparing External and Internal Methods for Analyzing Group Dynamic. Group Dynamics: Theory, Research, and Practice.

This study presents the results of a statistical analysis comparing 2 different approaches to assessing group function: SYMLOG (A SYstem for the Multiple Level Observation of Groups) and BECM (Being, Engaging, Contextualizing and Managing).

Ridings, C., & Wasko, M. (2010). Online discussion group sustainability: Investigating the interplay between structural dynamics and social dynamics over time. Journal of the Association for Information Systems., 95-120.