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Purpose – Negotiations can be stressful, yet are unavoidable in many organizations. Members of organizational workgroups for instance need to negotiate about issues such as task division and different ideas on how to complete a project. Until recently little research effort has been directed to understanding negotiators' stress responses. Similarly, little is known about the consequences that these stress responses may have on negotiation outcomes. In this chapter we argue that group members' physiological stress responses are a key determinant of the outcomes of intragroup negotiations.

Design/Methodology/Approach – We focus on two distinct physiological responses (i.e., threat and challenge) and argue that relative to threat responses, challenge responses will be related to superior information sharing, information processing, and decision-making quality. Moving beyond a uniform relationship between physiological reactions and negotiators' behaviors and outcomes, we also focus on two moderating characteristics: the relative power of group members, and whether the negotiation is purely task related, or co-occurs with relationship issues. We discuss effects on both the individual and the group level, extend our ideas to other forms of negotiations, and end with practical and theoretical implications.

Originality/Value – A better understanding of psychophysiological processes during intragroup negotiations may help to explain when intragroup disagreements help or hinder group outcomes and, therefore, may help to solve the paradox of intragroup conflict.

This chapter describes the ways in which tasks structure group discussion and performance in organizational settings. Work teams are defined as three or more members of the same organization who work interdependently toward a shared task or goal while supporting that organization's mission. Action teams are a specific type of work group. They are characterized by tactical tasks that require newly formed teams to perform in high-stakes situations. This chapter starts by covering historical trends in organizational culture and climate and team training. The remainder of the chapter focuses on the interrelationships among tasks, communication, and performance. Several tips for managing effective work teams, such as staying on task during meetings and responding to changing team membership, are discussed. This chapter closes by making recommendations for future research.

This chapter provides a contemporary view of state-of-the science research and thinking done in the areas of selection and classification. It takes as a starting point the observation that the world of work is undergoing important changes that are likely to result in different occupational and organizational structures. In this context, we review recent research on criteria, especially models of job performance, followed by sections on predictors, including ability, personality, vocational interests, biodata, and situational judgment tests. The paper also discusses person-organization fit models, as alternatives or complements to the traditional person-job fit paradigm.

Available evidence indicates that there is a growing gap between the information rich and information poor. That gap is part of a larger struggle for control of information resources and for the societal power that accompanies such control. New institutional arrangements are needed to spread the benefits of modern information technologies to all segments of the population. Achieving social equity objectives requires governmental leadership and funding. But current legislative proposals for shaping the National Information Infrastructure (NII) lack clear statements as to how the social equity objectives enunciated by the President and Vice President would be accomplished. These proposals seem to make insufficient provision for expanding the development of more than 150 computerized community information systems (CCIS) created by grass‐roots organizations over the past several years. Locally controlled information delivery systems supported by a federally sponsored system of National and Regional Institutes for Information Democracy could help meet the daily information needs of all people, regardless of economic class or community environment. The Institutes would provide sustained support for anc coordination of social equity and empowerment objectives, and could servie as the institutional structures lacking in current legislation

The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of perceived corporate culture.

Data were collected by means of self-administered survey. A total of 379 complete responses were obtained from tourism and hospitality organizations in China. The proposed relationships were tested using structural equation modeling in four nested models.

Results show that CSR to employees and CSR to customers are fully mediated by employee development, harmony and customer orientation of the corporate culture, while CSR to stakeholders is partially mediated.

The findings also suggest that the literature should reconsider how CSR initiatives could pinpoint a specific dimension in developing loyal employees. This study also shows that employees are social actors who seek a corporate culture that best suits their self-interest; hence, they are more committed to an organization particularly in respect to employee development and social harmony.

This study adds to the literature by showing that not all CSR efforts would directly lead to employee commitment. It shows that the CSR-to-employee and CSR-to-customer dimensions play the most salient roles in nurturing a corporate culture that is perceived to focus on employee development, harmony, customers and innovation.

This chapter attempts to explain why the community of scholars at Stanford University generated an unparalleled amount of highly influential theory and research on organizations in the last three decades of the 20th century.¹