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Studies of the effects of top management team (TMT) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMTs vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependence—horizontal, vertical, and reward interdependence—to resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMTs in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance.

Despite the importance of negotiation skills for entrepreneurs, the pedagogy of teaching negotiation to entrepreneurship students has not been fully developed. In some entrepreneurship programs, negotiation is covered briefly in a single class. In other programs, courses focused entirely on negotiation are available to entrepreneurship students; however, these classes are aimed primarily at those interested in pursuing corporate jobs within more stable environments. This article provides guidance to educators in designing, developing, and delivering negotiation content with an entrepreneurial focus. We explain why entrepreneurial negotiation education is needed and how it fills current gaps in entrepreneurship education. The article outlines a continuum of entrepreneurial negotiation, identifies the unique challenges faced by entrepreneurship students, unpacks the critical learning objectives in an entrepreneurial negotiation course, discusses how to reinforce core entrepreneurship concepts, and lays out a guide for teaching entrepreneurial negotiation by providing educational content that matches the key learning objectives.

Organizations are defined by people getting together -- pooling their energy and resources -- to achieve broad goals they could not have achieved on their own. To reach those broad goals, organizations attract members, form structures and systems, and create products, services, or knowledge to be delivered at particular points in time. Because of the complexity involved in creating such high-quality and timely deliverables, differentiation of individual roles within the organization's structures and systems is necessary. Such role differentiation is also manifest in organizations. Jobs vary. Tasks vary. They do so in ostensibly orderly ways. Classic approaches to work design capture this variation and a priori specialization, induce its underlying dimensions, and connect those dimensions via perceptual and cognitive mechanisms to individual affective and behavioral outcomes (e.g., Hackman & Oldham, 1975, 1976, 1980; Sims, Szilagy, & Keller, 1976). Oh and welcome to Management 101. [Copyright John Wiley and Sons, Ltd.]

This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual-level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four-person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared.

The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance, scholarly interest in the topic has diminished over the past 20 years. Fortunately, a recent body of research has sought to reenergize research into work design by expanding our view of work design from a narrow set of motivational work features to one that incorporates broader social and contextual elements. In this chapter we seek to review the literature on work design and develop a framework that integrates both job and team design research. We begin by briefly reviewing the history of work design in order to provide needed historical context and illustrate the evolution of job and team design. We then define work design, particularly as it relates to incorporating job and team design elements and transitioning from a view of jobs to one of roles. Following this, we identify a comprehensive set of work design outcomes that provide the basis for understanding the impact that different work characteristics can have on individuals and teams. We then offer an extended discussion of our integrative model of work design, which includes three sources of work characteristics (task, social, and contextual) and the worker characteristics implied by these characteristics. Having defined the range of work and worker characteristics, we then discuss some of the fit and composition issues that arise when designing work, as well as discuss the mechanisms through which the work characteristics have their impact on outcomes. Finally, we discuss research into informal forms of work design.

Distributed teams have captured the attention of the popular press due to their promised benefits of reducing costs, increasing productivity, and increasing retention. This has resulted in over 50% of Fortune 500 organizations utilizing distributed teams, with over 20% of the American workforce participating in at least one distributed team. Yet, for all of their promise, their benefit has not been clearly demonstrated. Instead, both organizational researchers and practitioners alike have noted the decreased performance levels and long-term viability of distributed teams. The difference between promise and reality may be a function of how distributed teams are structured. The purpose of this dissertation, therefore, was to identify specific structural components of distributed teams that lead to decreased team effectiveness. The focus of this dissertation was on identifying the impact of one specific structural characteristic: partial distribution. A partial distributed team is one in which some of the team is collocated at one work site, whereas one or more team members are located at other work sites. In this dissertation, I first differentiate among three broad team structures: collocated teams, partially distributed teams, and virtual teams. I then further separate partially distributed teams into three sub-categories: core-satellite teams, multi-core teams, and multi-core satellite teams. Hypotheses were tested in a field study of 34 pre-existing organizational teams. The results suggested that partially distributed teams are different from both collocated teams and virtual teams. More specifically, the results suggest that partially distributed teams have higher levels of sub-group perception than collocated teams. In addition, they have lower levels of team-member exchange (TMX) than both collocated and virtual teams. A post-hoc individual-level analysis demonstrated that how individuals are dispersed impacts TMX and sub-group perception, such that being completely collocated, completely virtual, or individually distributed when there was only one collocated group led to equal perceptions of TMX. In contrast, being collocated when there were individually distributed team members or being individually distributed when there were more than one collocated groups led to lower perceptions of TMX.

We constructed a panel of S . pombe strains expressing DNA polymerase ε variants associated with cancer, specifically POLES297F, POLEV411L, POLEL424V, POLES459F, and used these to compare mutation rates determined by canavanine resistance with other selective methods. Canavanine-resistance mutation rates are broadly similar to those seen with reversion of the ade-485 mutation to adenine prototrophy, but lower than 5-fluoroorotic acid (FOA)-resistance rates (inactivation of ura4 + or ura5 + genes). Inactivation of several genes has been associated with canavanine resistance in S . pombe but surprisingly whole genome sequencing showed that 8/8 spontaneous canavanine-resistant mutants have an R175C mutation in the any1/arn1 gene. This gene encodes an α-arrestin-like protein involved in mediating Pub1 ubiquitylation of target proteins, and the phenotypic resistance to canavanine by this single mutation is similar to that shown by the original “ can1-1 ” strain, which also has the any1R175C mutation. Some of the spontaneous mutants have additional mutations in arginine transporters, suggesting that this may marginally increase resistance to canavanine. The any1R175C strain showed internalisation of the Cat1 arginine transporter as previously reported, explaining the canavanine-resistance phenotype.

Somatic and germline mutations in the proofreading domain of the replicative DNA polymerase ε ( POLE- exonuclease domain mutations, POLE -EDMs) are frequently found in colorectal and endometrial cancers and, occasionally, in other tumours. POLE-associated cancers typically display hypermutation, and a unique mutational signature, with a predominance of C > A transversions in the context TCT and C > T transitions in the context TCG. To understand better the contribution of hypermutagenesis to tumour development, we have modelled the most recurrent POLE -EDM ( POLE-P286R ) in Schizosaccharomyces pombe . Whole-genome sequencing analysis revealed that the corresponding pol2-P287R allele also has a strong mutator effect in vivo, with a high frequency of base substitutions and relatively few indel mutations. The mutations are equally distributed across different genomic regions, but in the immediate vicinity there is an asymmetry in AT frequency. The most abundant base-pair changes are T C T > T A T transversions and, in contrast to human mutations, T C G > T T G transitions are not elevated, likely due to the absence of cytosine methylation in fission yeast. The pol2-P287R variant has an increased sensitivity to elevated dNTP levels and DNA damaging agents, and shows reduced viability on depletion of the Pfh1 helicase. In addition, S phase is aberrant and RPA foci are elevated, suggestive of ssDNA or DNA damage, and the pol2-P287R mutation is synthetically lethal with rad3 inactivation, indicative of checkpoint activation. Significantly, deletion of genes encoding some translesion synthesis polymerases, most notably Pol κ, partially suppresses pol2-P287R hypermutation, indicating that polymerase switching contributes to this phenotype.