Basics of qualitative research: Grounded theory procedures and techniques

Preparing the books to read every day is enjoyable for many people. However, there are still many people who also don't like reading. This is a problem. But, when you can support others to start reading, it will be better. One of the books that can be recommended for new readers is experience and education. This book is not kind of difficult book to read. It can be read and understand by the new readers.

Experience and Education.

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

Ethnic diversity is increasing in most advanced countries, driven mostly by sharp increases in immigration. In the long run immigration and diversity are likely to have important cultural, economic, fiscal, and developmental benefits. In the short run, however, immigration and ethnic diversity tend to reduce social solidarity and social capital. New evidence from the US suggests that in ethnically diverse neighbourhoods residents of all races tend to ‘hunker down’. Trust (even of one's own race) is lower, altruism and community cooperation rarer, friends fewer. In the long run, however, successful immigrant societies have overcome such fragmentation by creating new, cross-cutting forms of social solidarity and more encompassing identities. Illustrations of becoming comfortable with diversity are drawn from the US military, religious institutions, and earlier waves of American immigration.

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E Pluribus Unum: Diversity and Community in the Twenty‐first Century The 2006 Johan Skytte Prize Lecture

How to ... be a reflective practitioner.

Summary Telework has inspired research in disciplines ranging from transportation and urban planning to ethics, law, sociology, and organizational studies. In our review of this literature, we seek answers to three questions: who participates in telework, why they do, and what happens when they do? Who teleworks remains elusive, but research suggests that male professionals and female clerical workers predominate. Notably, work-related factors like managers’ willingness are most predictive of which employees will telework. Employees’ motivations for teleworking are also unclear, as commonly perceived reasons such as commute reduction and family obligations do not appear instrumental. On the firms’ side, managers’ reluctance, forged by concerns about cost and control and bolstered by little perceived need, inhibits the creation of telework programmes. As for outcomes, little clear evidence exists that telework increases job satisfaction and productivity, as it is often asserted to do. We suggest three steps for future research may provide richer insights: consider group and organizational level impacts to understand who telework affects, reconsider why people telework, and emphasize theory-building and links to existing organizational theories. We conclude with lessons learned from the telework literature that may be relevant to research on new work forms and workplaces. Copyright # 2002 John Wiley & Sons, Ltd.

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A review of telework research: findings, new directions, and lessons for the study of modern work

The bulk of our understanding of teams is based on traditional teams in which all members are collocated and communicate face to face. However, geographically distributed teams, whose members are not collocated and must often communicate via technology, are growing in prevalence. Studies from the field are beginning to suggest that geographically distributed teams operate differently and experience different outcomes than traditional teams. For example, empirical studies suggest that distributed teams experience high levels of conflict. These empirical studies offer rich and valuable descriptions of this conflict, but they do not systematically identify the mechanisms by which conflict is engendered in distributed teams. In this paper, we develop a theory-based explanation of how geographical distribution provokes team-level conflict. We do so by considering the two characteristics that distinguish distributed teams from traditional ones: Namely, we examine how being distant from one's team members and relying on technology to mediate communication and collaborative work impacts team members. Our analysis identifies antecedents to conflict that are unique to distributed teams. We predict that conflict of all types (task, affective, and process) will be detrimental to the performance of distributed teams, a result that is contrary to much research on traditional teams. We also investigate conflict as a dynamic process to determine how teams might mitigate these negative impacts over time.

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Diane E. Bailey

Papers

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

A review of telework research: findings, new directions, and lessons for the study of modern work

Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams

The advantages and challenges of working here, there anywhere, and anytime

Telework: The advantages and challenges of working here, there, anywhere, and anytime