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Twenty Years of Culture’s Consequences: A Review of the Empirical Research on Hofstede’s Cultural Value Dimensions

Jan 27, 2001 | Diversity and Inclusion, Sponsor Content

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.

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The Efficacy Advantage: Factors Related to the Formation of Group Efficacy in Work Groups Across Cultures

Jan 24, 2001 | Diversity and Inclusion, Sponsor Content

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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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

Jan 21, 2001 | Diversity and Inclusion, Sponsor Content

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).

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Cross-Cultural Quality Improvement: Should the Focus Depend on Cultural Characteristics and Team Orientation?

Jan 15, 2001 | Diversity and Inclusion, Employee Engagement, Sponsor Content

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.

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Conversing Across Cultural Ideologies: East-West Communication Styles in Work and Non-Work Contexts

Jan 5, 2001 | Diversity and Inclusion, Sponsor Content

In research by Jeffrey Sanchez-Burks, Fiona Lee, Incheol Choi, Richard Nisbett, Shuming Zhao, and Jasook Koo, results suggest that cross-cultural differences in conversational indirectness are greater in work settings than in non-work settings. Implications for reducing cross-cultural miscommunication in organizations are discussed.

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Helping Transnational Team Members to Sense Trust: A Counterintuitive Approach to Leadership

May 5, 2000 | Diversity and Inclusion, Performance Management, Sponsor Content

Gretchen M. Spreitzer, Debra L. Shapiro, and Mary Ann Von Glinow state that despite their assignment to work together, members of transnational teams (TNTs)— teams whose members are geographically spread across at least two countries— are in many ways apart.

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Guanxi in Vertical Dyads: Evidence from Taiwan and the PRC

Nov 25, 1998 | Diversity and Inclusion, Leadership, Performance Management, Sponsor Content

Katherine R. Xin, Jing-Lih Farh, Bor-Shiuan Cheng, and Anne S. Tsui examined the impact of two related concepts, relational demography and guanxi (defined as particularistic ties between individuals), on organizational commitment, quality of leader-member exchange (LMX), and performance in two empirical studies conducted in Taiwan and the PRC.

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When Does Culture Matter?

Nov 21, 1998 | Diversity and Inclusion, Sponsor Content, Talent Management

Past research has shown that national culture does matter- it affects people’s behavior- but research has left open the question of when culture matters. Martha L. Maznevski, Cristina B. Gibson, and Bradley L. Kirkman examine culture’s effects on four types of individual outcomes, and propose moderators at three levels of analysis.

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Linking Diversity and Effectiveness: The Relationship Between Cultural Diversity and Organizational Outcomes

Nov 20, 1998 | Diversity and Inclusion, Organizational Effectiveness, Sponsor Content

This report by Cristina B. Gibson is the first step in a program of research concerning the impact of diversity.

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Positioning Human Resource as a Value Adding Function: The Case of Rockwell International

Sep 4, 1992 | Diversity and Inclusion, Sponsor Content

In this paper by Jay Galbraith, a description is presented as to how a diverse corporation, Rockwell International, is trying to add value to its businesses.

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Starting Out Right: Negotiating Cross-Cultural Business Alliances

Jul 3, 1992 | Diversity and Inclusion, Organization Design, Sponsor Content

Katherin K. Reardon and Robert E. Spekman argue that there is no room for isolationism in a world where even the air we breathe is affected by the choices of people thousand of miles away.

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Women are Minorities in Management

Dec 17, 1988 | Diversity and Inclusion, Sponsor Content, Talent Management

Ann M. Morrison and Mary Ann Von Glinow discuss how women and minorities face a “glass ceiling” that limits their advancement toward top management in organizations throughout U.S. society.

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