Bradley L. Kirkman, Benson Rosen, Cristina B. Gibson, Paul E. Tesluk, and Simon O. McPherson share that advances in communications and information technology create new opportunities for organizations to build and manage virtual teams.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
The focus of this paper by Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson, and Mason A. Carpenter concerns perceptions of deadlines among team members, and how these perceptions influence team performance under deadline conditions.
The purpose of Multinational Work Teams: A New Perspective by P. Christopher Earley and Cristina B. Gibson is to extend and consolidate the evolving literature on multinational teams by developing comprehensive theory that incorporates a dynamic, multilevel view of such items. This book will be of interest to scholars in management, organizational behavior, psychology, executive leadership, and human resource management.
Twenty Years of Culture’s Consequences: A Review of the Empirical Research on Hofstede’s Cultural Value Dimensions
Since the publication of Hofstede’s book, researchers have utilized his framework in a variety of empirical studies. Bradley L. Kirkman and Cristina B. Gibson conduct a review that includes 127 empirical studies examining Hofstede’s cultural values framework published over the last 20 years.
Consultants in the Cupboard: How Type and Timing of Third-Party Involvement Affects Team Strategic Decision Outcomes
Cristina B. Gibson and Todd Saxton explain that despite the widespread involvement of third parties such as consultants in organizational decision making, little empirical research has explored the effect of these individuals on team outcomes.
The Efficacy Advantage: Factors Related to the Formation of Group Efficacy in Work Groups Across Cultures
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.
What You See is What You Get: Observing and Modeling the Relationship Between Readily Indentifiable and Non-Identifiable Heterogeneity Characteristics, Group Efficacy, and Team Outcomes
In this study, Kristi M. Lewis and Cristina B. Gibson observed and examined teams within a sample of 57 bank branches in order to better understand the consequences of two types of team heterogeneity: readily identifiable (gender and ethnicity) and non-readily identifiable (collectivism cultural values and tenure).
Incorporating team context into research and practice concerning team effectiveness in multinational organizations is an on-going challenge. Cristina B. Gibson, Mary E. Zellmer-Bruhn, and Donald P. Schwab argue that a common measure of team effectiveness with demonstrated equivalence across contexts expands current theoretical developments and addresses team implementation needs.
Cross-Cultural Quality Improvement: Should the Focus Depend on Cultural Characteristics and Team Orientation?
In this paper by Cristina B. Gibson, the hypothesis that quality improvement efforts should be congruent with the level of field independence in a given cultural context and corresponding team quality orientations was examined.
This paper by Cristina B. Gibson and Freek Vermeulen examines team learning behavior; a set of actions that teams engage in to improve their outcomes.
The purpose of this study by Cristina B. Gibson and Julian Birkinshaw is to empirically investigate the predictors and consequences of organisational ambidexterity, defined as the capacity to achieve alignment and adaptability at the same time.
Drawing from literature on knowledge transfer and cognition, S. Mohrman, C. Gibson, and A. Mohrman, Jr. develop a theoretical model for conducting research that is useful to practitioners. We explore the potential of this model by examining the usefulness of a research project involving ten companies.