Academic-Capital

Most people who have been in the working world for sometime have come across a situation where a single person uses power and authority with a dominating communication style to push their will on a corporate board, team, or workplace. Research by Tost, et. al (2013) discusses some of the pitfalls of doing so and the eventual decline of team performance. As performance declines so does the ability of organizations to generate income through collaborative effort and idea generation.  Politicized workplaces are stressful and generally unproductive. According to Eisenhardt and Bourgeois (1988), when there is power inequality within the workplace political conflict rises and team performance declines. Teams should be well balanced to ensure that there is equity of power and the ability to discuss concepts openly for better idea generation.  Power should be used to help push good ideas through to create greater productivity. However, when power is used to diminish the brainstormi

What is in a group? Organizations seek to manage the workplace where encampment, us versus them, and self-seeking group formation does not limit the overall functioning of the organization. Such groups can limit the ability to see outside of one’s own perspectives and further encourage poor choice making based upon this limited perspective. Research by Carton & Cummings (2013) discusses the nature of identity-based subgroups and knowledge-based subgroups and how their identities influence the operation of the workplace.  Work teams are more popular than ever. Over 80% of Fortune 1,000, companies are using work teams to maintain productivity (Garvey, 2002).   In an effort to improve, overall functioning of teams there has been a level of effort to understand how subgroups and group member interaction impact the overall process. When team members function well together, they are more likely to be productive in their approaches. Subgroups can form based upon fault line

Modified from Sarker, et. al (2011) Business enhancement requires a level of thinking beyond the concrete efficiencies we have enhanced through statistical turnip twisting over the past few decades. Some have argued that future gains from efficiency will be much harder to realize. The next era may possibly be based on the use of virtual networks that enhance the fuzzy nature of human performance to new levels that not only create new layers of efficiency but also higher levels of output. Research conducted by Sarker, et. al (2011) indicates that trust within communication networks can increase team performance. Trust is an important aspect of business success and social development. People are longing for more trust as a result of an extra emphasis on collaboration and changes in interconnectivity of technology (McEvily, et. al., 2003). As exchanges occur in a virtual world people are seeking higher levels of trust in their cultural exchanges. They want to be sure that peop