the conceptual foundations of interdependence in groups. Differentiating
between structural and behavioral interdependence, this interpretation is
especially important because it facilitates both descriptive and prescrip-
tive propositions regarding the design of organizations to appropriately
create interdependent structures and the specification of the impacts of
those structures on interaction.

Part three continues this theme and also examines contextual influ-
ences on groups by centering on the issues of conflict and power relevant
to group settings. Thompson and Fox focus a multilevel lens on intra-
group and intergroup negotiations in organizations. Using this viewpoint,
they analyze dyadic, multiparty, intermediary, intragroup, and intergroup
relations, examining both obstacles to and effective interventions for dis-
pute resolution. An integration of descriptive, explanatory, and prescrip-
tive theory of conflict in group settings is the goal of Van de Vliert and
Janssen. To that end, they present their approach to conglomerated con-
flict behavior and develop its implications for theory building, research,
and implementation. Finally, Owens and Sutton examine the role of meet-
ings in negotiating and maintaining status and power distributions with-
in groups.

Part four expands the focus to examine creativity, innovation, and
learning as they develop in various group settings. Brainstorming is the
focus of the chapter by Paulus, Leary, and Dzindolet. They review con-
ceptual and empirical work on brainstorming, develop conditions under
which productivity losses are likely to occur, and present strategies for
enhancing creativity in groups and teams. Eisenhardt, Schoonhoven, and
Lyman examine the role of top management teams in fostering organiza-
tional innovation. Specifically, they explore when young organizations
are likely to form technology sharing and joint product ventures. Argote,
Gruenfeld, and Naquin integrate the literatures on group and organiza-
tional learning. They examine how these processes occur in the central
domains of group work including construction and establishment of the
group, operation (pursuit of group activities), reconstruction (modifica-
tions to the group, task, and so forth that occur as a result of project com-
pletion), and external relations.

Part five treats liabilities for groups as they work. Dovidio, Gaertner,
and Bachman review the literature on aversive racism and develop its
implications for bias in group settings. Moreover, they employ this per-
spective to develop useful recommendations for combatting bias in group
settings and for facilitating group and organizational accomplishment.
Turner and Horvitz examine the issue of how groups perform in the face
of an external threat. They review the relevant social and organizational
literature and develop intervention tactics for enhancing group effective-
ness under threat. Brief, Buttram, and Dukerich develop a process model

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