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The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This study examines the relative efficacy of groups in both virtual and traditional face-to-face courses, as well as differences in group dynamics between the two delivery methods. We surveyed students in online and traditional classroom sections of the same intermediate-level cost accounting course about their perceptions of group processes, general satisfaction with group work, learning outcomes, and group communications. Traditional classroom students were more positive about their group processes and learning outcomes than were online students. They also were more likely to agree that the learning benefits of group work outweighed the costs, (e.g., uneven and inefficient work distribution.) Our findings suggest that instructors who use groups in online courses should specifically consider the potentially negative effects of such factors as workload imbalances when designing group learning activities so that learning objectives are not adversely affected.

The majority of scholarly contributions in tourism social media have focused on assisting practitioners to optimize online platforms or to describe the digital behavior of prospective individual tourists. These studies are dominated by mechanistic ontological frameworks, which take little notice of the inherently social nature of tourism consumption. Acknowledging the sociality of Web 2.0 communications, this chapter explores the potentials of an alternative analytical framework informed by symbolic convergence theory. The linkages between tourism social media, virtual communities, and symbolic convergence processes are illustrated by examples of postings taking place on the Facebook fan site of Roskilde festival. These examples highlight the significance of symbolic communities in shaping the visitor experience against the backdrop of contemporary consumer culture.

The reliance on teams in today’s work environment underscores the importance of understanding how teams function. To better understand teams, one must be able to measure team dynamics or interaction. The purpose of this chapter is to outline an unobtrusive approach to measuring team dynamics from verbal communications.

The basic premise of this approach is that the words we use provide insight into how we feel and think at any given time. The methodology described in this chapter employs a lexical analytic approach to examining team dynamics. To best accomplish this, we first identify the principal features or dimensions of teamwork and then we propose lexical measures that may map to these processes.

This approach can be employed to track team functioning over time “at a distance” without interrupting task performance.

This chapter describes an approach to measuring relevant teamwork dimensions through verbal content. This approach has the potential to give us direct, unobtrusive insight into the emotional and cognitive states of teams. It is original in its examination of how team dynamics can be indexed in speech.

This chapter presents an overview of the Brazilian regional media groups that are characterized by cross-ownership of media outlets in the four main reference platforms for news coverage: daily print, radio, broadcast television, and Web.

The research uses institutional documents to explore the history and operating mode of the groups that own the 50 best-selling newspapers in the country. The theoretical approach is guided by the notion of “spatialization” applied to business communication by Vincent Mosco, and by the concepts of “region,” “regionality,” and “regionalization” based upon authors aligned with the critical thinking approach in the field of geography.

The study identifies the multiple geographical scales at which these groups operate, as well as their dominant business models and the sources of their owners’ capital. Based on this analysis, it argues that the variables which are applied to the large-circulation media at a national level cannot be automatically transferred to the regional and local levels.

The study of regional media reveals a landscape that has not received adequate attention from communications researchers worldwide. It also points to problems which deserve more investigation and elaboration. This represents a new challenge for media studies, for the political economy of communication, and for the nascent field of geography of communication.

This chapter provides a distinctive and nuanced approach to the Brazilian media system. It can inspire other studies on regional communication which take into account the specificities of their geographic scales.

We draw from psychological theories of leadership and literature on computer-mediated communication to challenge the received wisdom of the organization change literature about the need to match communication media richness to the equivocality of the task or change situation. We make the counter intuitive proposition that leaner forms of communication can be linked to higher perceptions of leadership charisma and effectiveness even in equivocal situations, and therefore can be more potent in effecting change than richer forms, under certain conditions. We discuss these conditions and the implications for organization change communications.

This qualitative study investigated how small group communication influences the development of shared mental models in a committee of public librarians addressing a problem-solving task. It examines the influence of communication themes, functions, roles, and rules on the group's development of shared mental models about the task and about team interaction. Data were collected over the course of a year from group meetings, email messages, group documents, and participant interviews and then analyzed using existing coding schemes and qualitative coding techniques. The findings indicate that within the group there was a strong superficial convergence around the task mental model and the team interaction mental model but a weaker convergence at a deeper level. Analysis of the group communication data shows that the group focused discussion on understanding the problem and identifying tasks, enacting group roles and rules that facilitated sharing information. The functions of their messages focused on task communication. The findings suggest that, in this group, communication themes most heavily influenced the development of a shared mental model about the task, while communication roles, rules, and functions were more influential toward the development of a shared mental model about team interaction. Implications for practice include adopting intentional tactics for surfacing mental models at various points in the group life and anchoring the emerging model within the collective cognition of the group through devices such as narratives, objects, or documentary materials.

Cultures don’t clash … people do. Hidden below the veil of “incompatible cultures” is a complex network of human-to-human interaction involving information-exchange transactions that have gone awry. The multitude of these troubled exchanges results in what is often branded as “M&A failure, due to culture conflict.”

This chapter presents a theoretical discussion that features practical dynamics of the post-merger integration (PMI) process. The aim is to cultivate a deeper understanding of critical, less-acknowledged micro-level aspects of the post-merger integration stage, specifically, those which underlie the development and maintenance of an organization’s culture and lead to organization performance. It is the unseen information exchange among human actors that leads to the perceptible post-merger outcomes, such as cultural unity and task performance. The quality of these micro-exchanges leads to the value capture from the M&A transaction, thus determining the success – or not – of the combination.

Presented is a synthesis of numerous existing theories, perspectives, and ideas from various scholarly communities, combined with a drill-down to the basic human interactions that define a culture and lead to positive performance. Information flow is the sustenance of an organization, so when merging organizations restructure the information flow is abruptly disrupted, often at pronounced near-term cost. The information-flow channels must be mended for social unification and performance value goals of the combined organization to be realized. The information-transporting social networks of the organizational actors must therefore adapt and intermingle across the old-organizational faultlines. This is accomplished when individual actors alter their personal social networks and retool themselves for a new set of information-exchange interactions.

In closing, the author counsels managers to focus on the dyadic information exchange of their direct-reports as an actionable approach to PMI management. The chapter concludes by pointing researchers toward studying the micro-level aspects of PMI and offers computer modeling and simulation, and laboratory experiments as effective ways to study PMI dynamics at the micro-level of organization behavior. Such methods may also lead to an ability to forecast outcomes of specific post-merger integration scenarios.