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In this chapter, we posit that identity integration, an individual difference variable measuring the degree to which multiple and disparate social identities are perceived as compatible, moderates the relationship between team diversity and innovation. Prior research shows that individuals with higher levels of identity integration exhibit higher levels of innovation on tasks that draw from identity-related knowledge systems. In this chapter, we extend this research to examine how innovation can be increased in cross-functional teams. We propose that reinforcing the compatibility between functional identities within a team facilitates access to functionally unique knowledge systems, which in turn increases team innovation.

Researchers have undertaken many approaches to conceptualizing and assessing EI. Some approaches combine self-reported EI with broader personality constructs. Other approaches are based on so-called ability measures of EI, whether as tendencies people can self-report (Tett, Fox, & Wang, 2005) or as assessments developed to measure specific components of EI (e.g., Nowicki & Duke, 1994). We briefly survey the literature to arrive at a working understanding of what EI is currently thought to be (for more extensive reviews, see Mayer, Roberts, & Barsade, 2008; Zeidner, Matthews, Roberts, 2009).

Drawing from findings in sociology and anthropology on time as a symbol of status, this paper examines the role that status differentials affect how group members internally align the pace of their activities over time (group synchronization). We examine the psychological process of group synchronization from the perspective of the individual, the nature of status differentials in work groups, and how one’s status within a group affects a person’s willingness to adjust the timing of his/her activities to match other people’s timing. We then identify three types of status structures within work groups and analyze how each affects the group’s ability to synchronize. We close by considering the implications of our approach for better understanding temporal dynamics in work groups.

One interesting and unequivocal theme across the chapters is that everyone in teams, not just minority members, is affected by the group's composition – whites and blacks, men and women, and those who are experienced as well as inexperienced. Further, though there is evidence that minority members may be more affected than majority members (both positively and negatively – see, e.g., Chatman, Boisnier, Spataro, Anderson & Berdahl, in press), it is clear that majority members are influenced by group composition as well.

Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents, and consequences of organizational trust. Simon is a Senior Lecturer within the Organizational Psychology program at Deakin University, Melbourne, Australia. Teaching, research, and practice interests are in the areas of work engagement, organizational development and change, leadership development, culture and climate, and organizational politics. Simon has published in numerous international journals, has numerous book chapters in print, and has presented at international conferences. In addition to his academic and research interests Simon also has considerable consultancy experience. He has previously been a director of a human resource consultancy engaged in delivering a broad range of organizational development activities and programs.