Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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Building Trust: Effective Multi-Cultural Communication Process in Virtual Teams
Cristina B. Gibson and Jennifer A. Manuel share that collective trust is a crucial element of virtual team functioning. Collective trust can be defined as a shared psychological state in a team that is characterized by an acceptance of vulnerability based on expectations of intentions or behaviors of others within the team.
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Work-Team Performance Motivated by Collective Thought: The Structure and Function
In this article, Cristina B. Gibson and Christopher Earley extend extant theory and develop a motivational model of group efficacy that integrates function with structural features including collective origins, collective construction, identifiable characteristics, and recursive relationships.
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The Efficacy Advantage: Factors Related to the Formation of Group Efficacy
Extending previous research investigating factors related to the formation of group efficacy, this research by Cristina B. Gibson examined predictors across cultures and groups of various types.
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Time Flies Like an Arrow: Tracing Antecedents and Consequences of Temporal Elements of Organizational Culture
Cristina B. Gibson, Mary E. Zellmer-Bruhn, and Ramon J. Aldag examine how time has recently become a more central focus in management research and practice. Time to market has become a critical issue in many industries, with ever shortening new product development times.
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From Knowledge Accumulation to Accommodation: Cycles of Collective Cognition in Work Groups
In this paper by Cristina B. Gibson, a framework for collective cognition in the workplace is developed to provide guidance to groups, their leaders, and researchers interested in understanding and improving cognitive processes.
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Designing and Forming Global Teams
No matter what the reason for the formation of a global team or what form the team takes, leaders and team members must address the complexity of global teamwork by architecting new ways of collaborating. This chapter byJulia C. Gluesing and Cristina B. Gibson is about how managers can create conditions in the pre-start and start-up phases of global teaming that will enhance the chances that a team will succeed.
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Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness
Virtual Teams That Work, by Cristina B. Gibson and Susan G. Cohen, offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive.
Virtual Teams that Work: A Framework for Virtual Team Effectiveness
Susan G. Cohen and Cristina B. Gibson share how virtual teams can be either dramatic successes or dismal failures (or anywhere in between). Virtual teams amplify both the benefits and the costs of teamwork.
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Best Practices for Virtual Team Effectiveness
Cristina B. Gibson and Susan G. Cohen discuss best practices for virtual-team leaders, members, and facilitators.
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Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts
Cristina B. Gibson and Mary E. Zellmer-Bruhn state that managers who struggle with implementing teams across cultures can use metaphor as a tool to unlock teaming expectations and guide teaming practice.
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Contextual Determinants of Organizational Ambidexterity
Cristina B. Gibson and Julian Birkinshaw empirically investigate predictors and consequences of organisational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability.
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