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Table of Contents

    • About the Authors
    • Acknowledgments 
    • Preface
    • List of OB Toolboxes
    • 1Organizational Behavior and You
      • 1.1Serious About People, Crazy about Chocolate: The Case of Tony’s Chocolonely
      • 1.2Understanding Organizational Behavior
      • 1.3Trends Influencing Organizational Behavior
      • 1.4Research Instruments, Measurement, and AI Tools
      • 1.5Learning and Retention
      • 1.6The Power of People: The Case of Cayuga Collection
      • 1.7Conclusion
      • 1.8Exercises
    • 2Inclusion and Diversity

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      • 2.1Toward an Inclusive Digital Economy: The Case of Mastercard

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      • 2.2Demographic Diversity

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      • 2.3Cultural Diversity

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      • 2.4Focus on Ethics, Technology, and National Culture

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      • 2.5Open to All and Color Proud: The Case of Gap Inc.

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      • 2.6Conclusion

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      • 2.7Exercises

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    • 3Individual Differences and Perception

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      • 3.1Secret Sauce of Success: The Case of Apple

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      • 3.2The Interactionist Perspective: The Role of Fit

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      • 3.3Individual Differences: Values and Personality

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      • 3.4Perception

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      • 3.5Focus on Ethics, Technology, and National Culture

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      • 3.6Individuals Bringing Their Full Selves to Work: The Case of Fully

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      • 3.7Conclusion

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      • 3.8Exercises

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    • 4Attitudes and Behaviors

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      • 4.1A Better Workplace for Frontline Workers: The Case of Hilton

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      • 4.2Work Attitudes

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      • 4.3Work Behaviors

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      • 4.4Focus on Ethics, Technology, and National Culture

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      • 4.5From Delivering Happiness to Layoffs: The Case of Zoom Video Communications

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      • 4.6Conclusion

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      • 4.7Exercises

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    • 5Foundations of Motivation

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      • 5.1Can Founders Be Too Motivated? The Case of Uber, Theranos, and WeWork

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      • 5.2Understanding Motivation

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      • 5.3Need-Based Theories of Motivation

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      • 5.4Process-Based Theories

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      • 5.5Focus on Ethics, Technology, and National Culture

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      • 5.6Motivated Employees: The Case of Patagonia

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      • 5.7Conclusion

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      • 5.8Exercises

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    • 6Designing a Motivating Work Environment

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      • 6.1Working from Anywhere: The Case of GitLab

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      • 6.2Motivating Employees Through Job Design

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      • 6.3Motivating Employees Through Goal Setting

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      • 6.4Motivating Employees Through Performance Reviews

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      • 6.5Motivating Employees Through Performance Incentives

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      • 6.6Focus on Ethics, Technology, and National Culture

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      • 6.7Performance With Purpose: The Case of PepsiCo

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      • 6.8Conclusion

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      • 6.9Exercises

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    • 7Stress, Wellness, and Emotions

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      • 7.1Supporting Employee Wellness Virtually: The Case of BetterUp

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      • 7.2Stress and Wellness

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      • 7.3Toward Wellness and Managing Stress

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      • 7.4What Are Emotions?

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      • 7.5Emotions at Work

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      • 7.6Focus on Ethics, Technology, and National Culture

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      • 7.7Managing Stress and Emotions: The Case of NASA’s Mission to Mars

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      • 7.8Conclusion

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      • 7.9Exercises

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    • 8Communication

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      • 8.1The Power of an 18-Minute Story: The Case of TED Talks

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      • 8.2Understanding Communication

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      • 8.3Communication Basics

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      • 8.4Communicating Effectively in Organizations

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      • 8.5Communication Barriers

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      • 8.6Focus on Ethics, Technology, and National Culture

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      • 8.7Instant Messaging in the Workplace: The Case of Slack

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      • 8.8Conclusion

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      • 8.9Exercises

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    • 9Groups and Teams

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      • 9.1Teaming to Create Art Glass as Big Business: The Case of Chihuly Studios

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      • 9.2Group Dynamics

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      • 9.3Understanding Team Design Characteristics

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      • 9.4Managing Effective Teams

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      • 9.5Barriers to Effective Teams

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      • 9.6Focus on Ethics, Technology, and National Culture

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      • 9.7Building Teams Through Kindness: The Case of Kind LLC

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      • 9.8Conclusion

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      • 9.9Exercises

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    • 10Conflict and Negotiation

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      • 10.1Fiery Tale of a Broken Partnership: The Case of Sriracha

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      • 10.2Understanding Conflict

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      • 10.3Causes and Outcomes of Conflict

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      • 10.4Conflict Management

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      • 10.5Negotiations

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      • 10.6Focus on Ethics, Technology, and National Culture

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      • 10.7Addressing Conflict With Employee Activism: The Case of Google

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      • 10.8Conclusion

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      • 10.9Exercises

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    • 11Decision-Making and Creativity

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      • 11.1Deciding When to Pull the Plug: The Case of Kitty Hawk Corporation

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      • 11.2Understanding Decision-Making and Creativity

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      • 11.3Faulty Decision-Making

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      • 11.4Decision-Making in Groups

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      • 11.5Focus on Ethics, Technology, and National Culture

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      • 11.6Making the Decision to Invest in Detroit: The Case of Detroit Bikes and Shinola

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      • 11.7Conclusion

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      • 11.8Exercises

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    • 12Leading at Work

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      • 12.1Leading a Financial Behemoth: The Case of Jamie Dimon at JP Morgan & Chase

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      • 12.2Who Is Considered a Leader? Trait Approaches to Leadership

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      • 12.3What Do Leaders Do? Behavioral Approaches to Leadership

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      • 12.4What Is the Role of the Context? Contingency Approaches to Leadership

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      • 12.5What’s New? Contemporary Approaches to Leadership

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      • 12.6Focus on Ethics, Technology, and National Culture

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      • 12.7An Inclusive Leadership Approach: The Case of Stitch Fix

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      • 12.8Conclusion

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      • 12.9Exercises

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    • 13Power, Influence, and Politics

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      • 13.1A Story of Passion, Resilience, and Networking: The Case of Canva

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      • 13.2The Basics of Power

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      • 13.3The Power to Influence

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      • 13.4Organizational Politics

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      • 13.5Understanding Social Networks

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      • 13.6Focus on Ethics, Technology, and National Culture

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      • 13.7Turbulence Ahead? The Case of Southwest Airlines

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      • 13.8Conclusion

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      • 13.9Exercises

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    • 14Organizational Structure and Change

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      • 14.1Organizational Reshuffle: The Case of Caterpillar

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      • 14.2Understanding Organizational Structure

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      • 14.3Understanding Organizational Change

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      • 14.4Planning and Executing Change Effectively

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      • 14.5Focus on Ethics, Technology, and National Culture

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      • 14.6Evolving Through Acquisition: The Case of Campbell Soup Company

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      • 14.7Conclusion

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      • 14.8Exercises

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    • 15Organizational Culture

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      • 15.1People and Purpose: The Case of The Virgin Group

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      • 15.2Understanding Organizational Culture

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      • 15.3Characteristics of Organizational Culture

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      • 15.4Creating and Maintaining Organizational Culture

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      • 15.5Creating Culture Change

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      • 15.6Focus on Ethics, Technology, and National Culture

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      • 15.7Strong Culture—Strong Performance: The Case of Costco

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      • 15.8Conclusion

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      • 15.9Exercises

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