Hierarchy is such a defining and pervasive feature of organizations that its forms and basic
functions are often taken for granted in organizational research. In this review, we revisit …

Stars—employees with disproportionately high and prolonged (a) performance,(b) visibility,
and (c) relevant social capital—have garnered attention in economics, sociology, and …

We introduce status conflicts—defined as disputes over people's relative status (ie, respect)
positions in their group's social hierarchy—as a key group process that affects task group …

Can groups become effective simply by assembling high-status individual performers?
Though an affirmative answer may seem straightforward on the surface, this answer …

We consider boards as human groups in the uppermost echelon of corporations and
examine how an informal hierarchy that tacitly forms among a firm's directors affects firm …

Diversity is a defining characteristic of global collectives facilitated by the Internet. Though
substantial evidence suggests that diversity has profound implications for a variety of …

We develop and test predictions about how demographic differences influence dyadic
deference in multidisciplinary research teams, and how differential patterns of dyadic …

Power is an inherent characteristic of social interaction, yet research has yet to fully explain
what power and power dispersion may mean for conflict resolution in work groups. We found …

The purpose of this chapter is to make a series of novel claims, drawing on some of these
literatures to provide evidence, about the social psychology of organizing (see also Homans …

Five studies examined the relationship between talent and team performance. Two survey
studies found that people believe there is a linear and nearly monotonic relationship …