Team Building: Proven Strategies for Improving Team Performance, Fourth Edition

Appendix . Notes

Introduction

1.	S. Milgram, Obedience to Authority (New York: HarperCollins, 1974); and D. McGregor, The Human Side of Enterprise (New York: McGraw-Hill, 1960).
2.	J. Campbell and M. Dunnette, “Effectiveness of T-Group Experiences in Managerial Training and Development, Psychological Bulletin, 1968, 70, 73–103.
3.	W. G. Dyer, Team Building: Issues and Alternatives (Reading, Mass.: Addison-Wesley, 1977), p. 23.

Chapter One

1.	J. Collins, Good to Great (New York: HarperCollins, 2001).
2.	For an in-depth description of how Toyota shares knowledge across interorganizational boundaries to improve performance, see Jeffrey H. Dyer and Nile Hatch, “Using Supplier Networks to Learn Faster,” Sloan Management Review, Spring 2004, pp. 57–63.

Chapter Two

1.	J. D. Thompson, Organizations in Action (New York: McGraw-Hill, 1967).
2.	R. W. Scott, Organizations: Rational, Natural, and Open Systems, 2nd Ed. (Upper Saddle River, N.J.: Prentice-Hall, 1981), pp. 212–213.

Chapter Three

1.	L. C. McDermott, N. Brawley, and W. W. Waite, World Class Teams: Working Across Borders (New York: Wiley, 1998).
2.	G. M. Parker, Cross-Functional Teams: Working with Allies, Enemies, and Other Strangers (San Francisco: Jossey-Bass, 2003).
3.	J. R. Katzenbach and D. K. Smith, The Wisdom of Teams (New York: HarperCollins, 2003), p. 275.
4.	Parker, Cross-Functional Teams, p. 166.
5.	Mark Gottfredsen, partner at Bain & Company.
6.	N. J. Perry, “A Consulting Firm Too Hot to Handle,” Fortune, April 27, 1987, p. 91.

Chapter Four

1.	D. McGregor, ...