The Development and Enforcement of Group Norms

Article Abstract:

Groups adopt norms to regulate behavior. Norms are enforced only for behaviors that are important for the group. There are four conditions under which group norms are apt to be enforced. These are the facilitation of group survival, the simplification of expected group member behavior, the avoidance of interpersonal problems, and the clarification of what is distinctive about the group's identity. There are four ways norms may develop. These may be through explicit statements by supervisors or coworkers, through critical events in the group's history, through primacy and through carry-over behaviors from past situations. Group norms can be set and changed by managers.

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Explaining Group Poor Performance

Article Abstract:

A conceptual model based on attribution theories and research findings from social psychology and organizational literature is developed. It is designed to identify supervisor perceptions of the causes of poor performance of groups. Attribution research literature is reviewed. Perspectives for viewing attributional differences concerning group and individual poor performance are summarized. These include a basic model for consensus information, social influence, administrative level, hedonic relevance, accumulated failures and expectations. Implications for both research and management practice are noted.

Performance, Organizational behavior

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A multilevel model of group social capital

Article Abstract:

The concept of group social capital, the set of resources made available to a group through members' social relationships within the social structure of the group and in the broader formal and informal structure of the organization is introduced. A multilevel, multidimensional model arguing that an optimal balance of all the conduits maximizes group social capital resources and group effectiveness is presented.

Analysis, Infrastructure (Economics), Economic aspects, Social groups

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