Margaret D. Nowicki, Eric E. Lewis and Jeffrey W. Lippitt
There is a tremendous need for the valuation of small businesses. Oftentimes, small businessowners do not have the wherewithal to gather the data and keep it up to date for use in…
Abstract
There is a tremendous need for the valuation of small businesses. Oftentimes, small businessowners do not have the wherewithal to gather the data and keep it up to date for use in situations that require valuation. Formal valuations are necessary because they provide objective evidence of value, in contrast to value set by markets on which public companies are traded. This article focuses on some factors that impact the valuation of the business and will help small businessowners feel more comfortable talking with financial professionals about how the business might be valued.
This chapter examines EI, presents a history of EI including the various models, and a discussion of the three streams approach to classifying EI literature. The author advocates…
Abstract
This chapter examines EI, presents a history of EI including the various models, and a discussion of the three streams approach to classifying EI literature. The author advocates for the efficacy of the Stream One Ability Model (SOAM) of EI citing previous authors and literature. The commonly used SOAM instruments are discussed in light of recent studies. The discussion turns to alternate tests of the SOAM of EI including Situational Judgment Tests (SJTs). Recommendations include an analysis of SOAM instruments, a new approach to measurement, and increased use of SJTs to capture the four-branch ability model of EI.
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Dominance complementarity, which is the tendency for people to respond oppositely to others along the control dimension of interpersonal behavior, is a means by which people…
Abstract
Dominance complementarity, which is the tendency for people to respond oppositely to others along the control dimension of interpersonal behavior, is a means by which people create and perpetuate informal forms of interpersonal hierarchy within social relationships (Tiedens, Unzueta, & Young, 2007b). In the present chapter, I explore the likely effects of such complementarity on group creativity. I propose specifically that expressions of dominance, even those borne not out of formal hierarchy but rather out of such factors as expertise and enthusiasm for the task, are likely to elicit submissive responses from fellow group members when the group is trying to generate creative ideas. As group members behaving submissively are likely to contribute fewer ideas to group discussion, I argue that group members who behave dominantly may, through their influence on other group members, reduce both the number and diversity of ideas generated within the group. I, therefore, propose that dominance complementarity may impair groups' abilities to generate creative ideas.
Ron VanFleet, Virginia Gatcheff Gehrig, Robert White, Russ Thompson, Margaret Bauer, Christine Nowicki, Alicia Spong and Sherry Winters
Brodart Automation offers a wide range of services and products from microcomputer to online. In July 1985, Brodart introduced the first CD‐ROM‐based public access catalog, which…
Abstract
Brodart Automation offers a wide range of services and products from microcomputer to online. In July 1985, Brodart introduced the first CD‐ROM‐based public access catalog, which was designed to compete with COM and online catalogs. Currently, Brodart is applying its creativity to adapting library services to global networks. Its vision and commitment are reflected in the team approach to product development and support.
D. Scott DeRue and Brent D. Rosso
Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On…
Abstract
Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On the other hand, teams need sufficient time to explore different perspectives, play with ideas, and overcome the process losses that occur from working in interdependent groups. In this chapter, we address this dilemma by developing a model for understanding how teams can maximize the speed of the team creative process. We propose that teams' potential for rapid creativity is a function of aligning the team structure and standardization of the creative process with the team development cycle. When these three elements are aligned, teams are more likely to generate creative outcomes in a rapid manner.
I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why…
Abstract
I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.
This chapter adopts a functional perspective of affect to organize, discuss, and synthesize the chapters of this volume. According to functional accounts of affect, emotions and…
Abstract
This chapter adopts a functional perspective of affect to organize, discuss, and synthesize the chapters of this volume. According to functional accounts of affect, emotions and moods help groups to solve their most important problems – problems such as maintaining cohesion, allocating roles and responsibilities among group members, facilitating clear intragroup communication, motivating selflessness, and coordinating collective action. The chapters of this volume are diverse in focus, yet they all extend our understanding of how and when affective phenomena help groups to solve these problems, and when they fail to do so. At the same time, they point to new and exciting directions for future research on the functions and dysfunctions of affect in groups.
This chapter examines how emotional intelligence may influence the performance of groups. I first address relevant issues concerning emotional intelligence at the individual level…
Abstract
This chapter examines how emotional intelligence may influence the performance of groups. I first address relevant issues concerning emotional intelligence at the individual level of analysis. I then describe the range of composition models by which group emotional intelligence constructs can be created, from the emotional intelligence of the members of the group, articulate mechanisms by which each construct may be related to performance, and use Steiner's (1972) typology of group tasks to identify when each construct may best predict performance. I also use the mechanisms of multiplication and compensation to consider how group emotional intelligence may combine with other group constructs to predict performance. I end this chapter with a discussion of research implications.