Readings in Organizational Behavior

The Readings in the book cover the major topics comprising the field of organizational behavior, and do so with special emphasis on the findings of rigorous organizational research. The models and concepts presented in the following Readings are gleaned from literally thousands of studies of behavior in and of organizations. Authors Wagner and Hollenbeck have selected them to complement their textbook, Organizational Behavior: Securing Competitive Advantage (Routledge 2010). However it would be a worthwhile addition to any course in Organizational Behavior.

John A. Wagner III is Professor of Management at the Eli Broad Graduate School of Business Administration at Michigan State University. John R. Hollenbeck is the Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration at Michigan State University.

Acknowledgments	p. viii
Organizational Behavior	p. 1
Assessing the "Conventional Wisdoms" of Management for the 21st Century Organization	p. 1
Management and Managers	p. 12
How to Detect a Management Fad-and Distinguish It From a Classic	p. 12
Managing Diversity and Individual Differences	p. 27
Stereotype Threat at Work	p. 27
Implications of Methodological Advances for the Practice of Personnel Selection: How Practitioners Benefit From Meta-Analysis	p. 48
Perception, Decision Making, and Creativity	p. 59
Error Reporting in Organizations	p. 59
The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go From Here?	p. 82
Work Motivation and Performance	p. 106
Relational Job Design and the Motivation to Make a Prosocial Difference	p. 106
Integrating Theories of Motivation	p. 137
Satisfaction and Stress	p. 168
Why Does Affect Matter in Organizations?	p. 168
Advances in Occupational Health: From a Stressful Beginning to a Positive Future	p. 196
Efficiency, Motivation, and Quality in Work Design	p. 226
Work Redesign and Performance Management in Times of Downsizing	p. 226
Work Design Theory: A Review and Critique with Implications for Human Resource Development	p. 234
Interdependence and Role Relationships	p. 254
Team Implicit Coordination Processes: A Team Knowledge-Based Approach	p. 254
The Management of Organizational Justice	p. 280
Group Dynamics and Team Effectiveness	p. 299
Group Learning	p. 299
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse into the Future	p. 321
Leadership of Groups and Organizations	p. 381
Leadership and Advocacy: Dual Roles for Corporate Social Responsibility and Social Entrepreneurship	p. 381
Individual Reactions to Leadership Succession in Workgroups	p. 394
Power, Politics, and Conflict	p. 418
Want Collaboration? Accept-and Actively Manage-Conflict	p. 418
Building Organization Theory From First Principles: The Self-Enhancement Motive and Understanding Power and Influence	p. 430
Structuring the Organization	p. 455
What is the Right Organization Design?	p. 455
Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumscribing Decentralized Decision-Making and Organizational Financial Performance	p. 472
Technology, the Environment, and Organization Design	p. 498
Organization Designs to Renew Competitive Advantage	p. 498
Adaptive Fit versus Robust Transformation: How Organizations Respond to Environmental Change	p. 515
Culture, Change, and Organization Development	p. 533
The Six Levers for Managing Organizational Culture	p. 533
Assessing the Field of Organization Development	p. 546
International Organizational Behavior	p. 560
The New Global Manager: Learning Cultures on the Fly	p. 560
Critical Thinking and Continuous Learning	p. 573
Is There Such a Thing as "Evidence-Based Management"?	p. 573
Index	p. 591
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Readings in Organizational Behavior

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