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Shared Cognition in Organizations

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Table of Contents

Contents: A.P. Brief, J.P. Walsh, Series Editors' Foreword. Preface. Introduction. Part I:Knowledge Systems. R.L. Moreland, Transactive Memory: Learning Who Knows What in Work Groups and Organizations. E.T. Higgins, "Saying Is Believing" Effects: When Sharing Reality About Something Biases Knowledge and Evaluations. G. Stasser, The Uncertain Role of Unshared Information in Collective Choices. D.M. Messick, Dirty Secrets: Strategic Uses of Ignorance and Uncertainty. Part II:Emotional and Motivational Systems. J.T. Jost, A.W. Kruglanski, L. Simon, Effects of Epistemic Motivation on Conservatism, Intolerance, and Other System-Justifying Attitudes. P.E. Tetlock, Accountability Theory: Mixing Properties of Human Agents With Properties of Social Systems. L.L. Thompson, J. Nadler, P.H. Kim, Some Like It Hot: The Case for the Emotional Negotiator. R.M. Kramer, Social Uncertainty and Collective Paranoia in Knowledge Communities: Thinking and Acting in the Shadow of Doubt. Part III:Communication and Behavioral Systems. R.B. Cialdini, R.J. Bator, R.E. Guadagno, Normative Influences in Organizations. R.S. Burt, Entrepreneurs, Distrust, and Third Parties: A Strategic Look at the Dark Side of Dense Networks. D.H. Gruenfeld, E.T. Fan, What Newcomers See and What Oldtimers Say: Discontinuities in Knowledge Exchange. J.M. Levine, R.L. Moreland, Knowledge Transmission in Work Groups: Helping Newcomers Succeed. F. Olivera, L. Argote, Organizational Learning and New Product Development: CORE Processes. T.L. Boles, Themes and Variations in Shared Cognition in Organizations.
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