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ABSTRACTKnowledge integration is critical to achieving both objective and subjective team effectiveness goals. Integrating knowledge resources, however, is a challenging activity for teams. Converging the theories of team goal orientation and knowledge integration, in this study we examine how team goal orientation impacts a team's internal knowledge integration, and how knowledge integration, in turn, affects multiple dimensions of team effectiveness. Data were collected from 90 self‐directed teams engaged in an extended business simulation, where each team acted as a top management team of a business firm. Results indicated that both learning and performance‐prove goal orientations positively influenced team knowledge integration, and knowledge integration impacted both objective and subjective dimensions of team effectiveness. We also found partial support for a mediating role of internal knowledge integration. The study recommends a goal orientation approach to integrating knowledge in teams and proposes that this approach has significant implications for both research and practice.

Innovation, a process fueled by creativity, is key to organizational survival. The current studies test a multilevel moderated mediation model to explore whether team behavioral integration influences individual creativity in general management teams. Two field surveys were conducted: Study 1 included 356 employees nested in 86 teams; Study 2 included 138 employees nested in 39 teams. Results from integrated path analyses demonstrate that team behavioral integration is positively related to individual creativity, explorative and exploitative learning mediate the relationship, and the indirect effects are stronger for individuals with higher creative self-efficacy. Implications and suggestions for future research are discussed.

The quality of exchange relationships between work teams and their members was assessed for 103 manufacturing workers. Higher levels of team-member exchange quality, as well as of cohesiveness, satisfaction with coworkers, and general job satisfaction were reported by members of teams expected to be self-managing in contrast to teams expected to function as traditional work groups. Gains in departmental production efficiency were also found to be related to the work unit's average change in team-member exchange over time.

Abstract
Culture plays a fundamental role in peoples' perception of the world thus perception of the world and culture has a major impact on one another. Consequently, leadership cannot be effective if diversity of cultures, likewise values, habits, communication style, history, language, is not considered. Leadership is always associated with change, however, under continuously changing conditions of the competitive environment, managers may not always be initiators of positive changes, and employees themselves often know best what could facilitate their work and make it more successful. Therefore, leadership at multicultural organisations has started to be seen as the ability of an organisation as a whole, rather than an exceptional feature of a few top managers. The purpose of the study is to identify complex approach on multicultural team management and leadership. In order to reach the purpose of the study, qualitative research method and in-depth interviewing has been chosen. Questions and statements in the questionnaire reflect multicultural aspect: as people have different values, they are more culturally linked. It leads to differentiation of values and this can cause misunderstandings while communicating with co-workers from other cultures. Moreover, miscommunication can be caused by misperception, misinterpretation and misevaluation.

Safety performance is a complicated issue, particularly in high-hazard environments, where time and other constraints, as well as impacts can be exaggerated. From an organizational and business perspective, safety and production/performance are often seen as competing goals. Team Leadership in High-Hazard Environments recognizes these difficulties and constraints and proposes an approach to safety leadership in which safety and organizational performance are inextricably linked; one that addresses safety from both the systems and human factors perspectives. This is an important book that draws.