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"Foreword Virtual teams are ubiquitous. Years ago, they were confined to specialist groups, but now most meetings have at least one remote attendee. Virtual teams are here to stay. Strong global trends are driving the growth in virtual teams. These include outsourcing, increasing and more global project work, home working and telecommuting, spending cuts, and higher gasoline prices. In recent years, even volcanic ash clouds and the threat of epidemics have played their part. Organizations are focusing on the need to reduce the costs of travel, as well as the time taken traveling, carbon emissions produced, and hassle involved. At the same time, technological advances make it easier and cheaper to collaborate virtually than ever before. Now companies can have teams working around the clock while tapping into a range of global perspectives from across the organization. Unfortunately though, virtual teams often struggle. Virtual team leaders too often believe that they can apply whatever works for them in the face-to-face world to their virtual teams, and fail to understand what is really needed to make virtual teams work. As a result, team members can become disengaged and frustrated, often silently tuning out. Organizations are only now beginning to realize that specialized skills and competencies are needed to lead effective virtual teams, on top of providing the right combination of virtual"--

Unions are facing a crisis of legitimacy resulting in part from employer‐initiated workplace participation programs that seek to undermine labor militancy and attachment to unions. The overall trend among union leaders, however, is support for the team concept when implemented in unionized settings. This study examines the effect of union involvement in the team concept on pragmatic and moral union legitimacy at the first unionized team concept assembly plant in the automobile industry—the General Motors' truck plant in Shreveport, Louisiana. The unique contribution of the study is that it systematically examines how workers who began their careers in the industry under different production regimes view the team concept and union legitimacy. The analysis is based on a random sample survey of workers and employs an original approach of comparing work attitudes and union legitimacy among different "political cohorts." The results indicate that the team concept threatens pragmatic union legitimacy for veteran workers because it undermines seniority rights. Significant time working under the team concept may also weaken moral union legitimacy, even among workers socialized initially in nonteam concept environments.

Teams are often plagued by internal discord, such as negative relationships, which can impede successful team performance. While most teams eventually encounter negative relationships, we have limited knowledge on how teams manage this negativity. In this article, we expand scholarship on teams by exploring an inherent team characteristic, gender composition, to assess its role in how teams cope with negative relationships. On the one hand, social role theory suggests that teams comprised of more women will perform better in the presence of negative relationships. On the other hand, theories and evidence on personality and individual differences suggest that teams comprised of more men will perform better in the presence of negative relationships. We studied 151 student project teams, and found that teams of mostly women performed better than teams of mostly men, when negative relationships existed among team members. We discuss the implications of these findings for research and practice.

"The US Women's team has made it clear that they will resign immediately if the Olympic Committee allows Lia Thomas to try out."

This paper explores how the playing of Pokémon Go can cause power to be assembled, and team-based expressions of territoriality to manifest. By playing the game, players become embedded within digital assemblages of power, which they reproduce through their interactions with other players, game features, and public spaces. When digital assets—such as gyms—are indexed to public spaces, players work together in teams to compete for digital ownership, and control, of these assets. In turn, this leads to the forging of a team-based sense of territoriality that is pervasive, and maximized by consolidating the power of the assemblage. Qualitative data are presented to empirically explore how playing Pokémon Go in Singapore can encourage players to forge a team-based sense of territoriality, which in turn results in the (dis)assembling of power. To conclude, I call for closer consideration of the implications of digital assemblages of power for everyday life.

Purpose– A key driver of procurement effectiveness is the alignment of the procurement function with interlinked functions, such as R & D, engineering, production, and marketing. In the strategic management literature, the degree of alignment of individual team members on strategic objectives is termed "consensus." The purpose of this paper is to investigate antecedents of consensus on objectives in cross-functional sourcing teams, the relationship between the degree of consensus and supplier performance, and moderators of the consensus-performance relationship. To do so, it ties strategic management literature to SCM and supplier selection research. As a result of these investigations, this research holistically introduces the concept of consensus to the discipline.Design/methodology/approach– The study analyzes a sample of 88 sourcing teams (233 team members) from three manufacturing companies using regression analysis and moderated regressions.Findings– Consensus on objectives for supplier selection among sourcing team members is positively related to the selection of higher performing suppliers. Sourcing team member experience is positively related to the level of consensus, and formalization of the selection process positively moderates the consensus-performance relationship. Team demographic diversity does not affect consensus among team members or supplier selection effectiveness.Research limitations/implications– This study investigates consensus on objectives as a state within the sourcing team; it does not analyze how decision-making processes unfold in situations of low- or high-initial consensus among sourcing team members.Practical implications– This paper provides insights into the drivers and effects of consensus on objectives and formalization of supplier selection in cross-functional setups.Originality/value– This research addresses a gap in the SCM literature by investigating the role of consensus on objectives and thereby contributes to a better understanding of cross-functional sourcing team setups and effectiveness. The study introduces a key construct from the strategic management literature to supply management research, and empirical evidence shows how consensus can improve supplier selection performance.

"The COVID-19 pandemic will forever be remembered as a pivotal event in American history. Written by one of the world's foremost experts on leadership and followership, this book centers on the first six months of the pandemic and the crises that ran rampant. The chapters focus less on the former president, Donald Trump, than on his followers: on people complicit in his miserable mismanagement of the crisis in public health. Barbara Kellerman provides clear and compelling evidence that Trump was not entirely to blame for everything that went wrong. Many others were responsible including his base, party, administration, inner circle, Republican elites, members of the media, and even medical experts. Far too many surrendered to the president's demands, despite it being obvious his leadership was fatally flawed. The book testifies to the importance of speaking truth to power, and a willingness to take risks properly to serve the public interest"--

The basic challenge and basic view -- Role-based normativity -- Empirical challenges for testimony -- Situationism, heuristics, and a broader empirical challenge -- Kinds of credit -- The ability condition -- Socially distributed cognition -- Authority and injustice -- When social creatures disagree -- Environmental luck