Both cohesiveness and collaboration are identified as co-determinants of
group productivity and affective responses of group members. A theoreti
cal model detailing the interaction of these variables is presented. Four
situations are given that describe the effects of cohesiveness and collab
oration on important group, individual, and organizational outcomes. In
each case, managerial strategies are discussed that may have beneficial
effects on groups low on either or both of the variables. Finally, it is
argued that application of group-dynamic models to specific organiza
tional settings could improve management practice and performance
assessment.
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