Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Guanxi in Vertical Dyads: Evidence from Taiwan and the PRC

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?

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

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

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

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

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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Managing Cultural Differences in Mergers and Acquisitions: The Role of the Human Resource Function

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.

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