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The design of a job is deeply consequential for employees’ psychological experiences at work. Jobs are collections of tasks and relationships that are grouped together and assigned to an individual (Ilgen & Hollenbeck, 1992), and scholars have long been interested in the way these elements come together to constitute the experience of a job (Griffin, 1987; Hackman & Oldham, 1980). Research in this area has traditionally built on a core assumption that managers design jobs in a top-down fashion for employees, which places employees in the relatively passive role of being the recipients of the jobs they hold.

We explore a case example of hybridity between a large worker-owned cooperative and a union through three lenses: organizational forms, multiple institutional logics, and organizational identity. We delineate three types of organizational hybridity: (1) stretching an existing organizational form; (2) creating a new organizational form; and (3) and retaining multiple discrete organizational forms in a common venture. The cooperative–union hybrid shares members from the two contributing organizations, and so can be classified as a matrix sub-form of multi-organizational hybridity. This study describes how the coop-union hybrid manages the multiple logics and identities retained from both contributing organizations. It considers the hazards of combining these logics and identities, and offers some suggestions on how to avoid potential difficulties. Finally, given the complexity and inefficiencies of the matrix form, we explore whether matrix hybridity is a transitional or permanent form in this particular instance of a cooperative–union venture.

Multilevel approaches are generally well suited to group communication because what people say and do in groups is a function of intra- and trans-individual mechanisms. This chapter first provides a brief overview of group research as a multilevel problem and then describes more modern approaches to modeling nested data using latent variable models, including multilevel structural equation modeling and latent class analysis. The chapter concludes by addressing conceptual opportunities provided by multilevel latent modeling approaches to group communication.

The concept of resilience has exploded in the popular press covering topics from sports to the environment to the economy. Organizational scholars across disciplines have joined the discussion, but much remains unknown about the ability to build resilience capacity at work. Individual and organizational resilience is challenged by a world in constant flux, and having the ability to navigate unexpected or significant change is vital for success and well-being. This chapter explores several promising avenues of research to gain a better understanding of factors that build resilience capacity at work. We take an interdisciplinary approach to examine leadership, job crafting, and humor, through the lens of sensemaking, as a means to increase resilience capacity.