Most mergers fail because the newly constructed management team has been put in no position to actually lead. Can the pitfalls faced by merged teams be avoided, and the opportunities seized? Here are six guidelines for setting up new management to succeed

Using a theory-based multilevel framework, we examined the potential relationships of two organizational citizenship behavior (OCB) dimensions with individual- and group-level measures. The individual-level measures used were employee job satisfaction and organizational commitment; the...

The authors examined the effect of procedural justice climate, defined as a distinct group-level cognition about how the work group as a whole is treated, on work group performance in a sample of 34 work groups from two organizations. They hypothesized that the relationship between procedural...

Using a cross-level framework, the authors hypothesized that work group cohesiveness and perceived task competence would be associated with individual group members' performance and organizational commitment. Specifically, the authors tested whether perceived task competence was positively...

Teams of academic coauthors can be conceptualized as self-designing work groups, an infrequently studied but increasingly prevalent group structure. This research note considers issues surrounding how management scholars form collaborative teams, provide effort toward completion of research...