By John M. Levine, Leigh L. Thompson, David M. Messick
Written for these drawn to the subject of "shared wisdom" in agencies, this edited quantity brings jointly a number of subject matters and views that emerge while multidisciplinary students learn this crucial topic. The papers have been provided at a convention designed to assemble behavioral scientists who have been drawn to the production, dialog, distribution, and security of information in corporations. The editors collect a extraordinary team of social psychologists who've made very important contributions to social cognition and team strategies. They forged a large web when it comes to the themes coated and challenged the authors to consider how their examine applies to the administration or mismanagement of data in enterprises. the amount is split into 3 sections: wisdom platforms, emotional-motivational platforms, and conversation and behavioral structures. a last end bankruptcy discusses and integrates some of the contributions.
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Additional info for Shared cognition in organizations: the management of knowledge
Levine and Richard L. Moreland 267 13 Organizational Learning and New Product Development: Core Processes Fernando Olivera and Linda Argote 297 14 Themes and Variations in Shared Cognition in Organizations Terry L. Boles 327 Author Index 349 Subject Index 361 Page vii ABOUT THE EDITORS Leigh L. Thompson was named the John L. and Helen Kellogg Distinguished Professor of Organization Behavior at the Kellogg Graduate School of Management in 1995. She was a fellow at the center for Advanced Study in the Behavioral Sciences in 1994-1995, and received a Presidential Young Investigator Award from the National Science Foundation in 1991.
Thompson was named the John L. and Helen Kellogg Distinguished Professor of Organization Behavior at the Kellogg Graduate School of Management in 1995. She was a fellow at the center for Advanced Study in the Behavioral Sciences in 1994-1995, and received a Presidential Young Investigator Award from the National Science Foundation in 1991. She is also the director of the AT&T Behavioral Research Laboratory, the Kellogg Team Building for Managers Executive Program, and the Kellogg Teams and Groups Center (KTAG) at Northwestern University.
Because scores on the three transactive memory factors were again correlated strongly, they were again averaged together to create a composite index for each group. As we expected, scores on that index were significantly higher in the group training condition than in the other three conditions, which did not differ from one another. As for the other three factors, only social identity differed significantly across training conditions. Scores on that factor were higher in the group training and team-building conditions than in the individual training or reassignment conditions.