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).
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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.
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.
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.
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.
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.
Linking Diversity and Effectiveness: The Relationship Between Cultural Diversity and Organizational Outcomes
This report by Cristina B. Gibson is the first step in a program of research concerning the impact of diversity.
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.
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.
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.
C. Siehl, G. Ledford, Jr., R. Silverman, and P. Fay explain that no comprehensive data exist about the percentage of mergers and acquisitions that end in failure, but nearly all observers agree that the percentage is disturbingly high.