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.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
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.
Metaphors and Meaning: An Intercultural Analysis of the Concept of Teamwork
This paper by Cristina B. Gibson and Mary E. Zellmer-Bruhn develops a conceptual framework to explain variance in the concept of teamwork across national and organizational cultures.
Inter-Team Transfer of Knowledge: An Exploratory Study of the Facilitators and Impediments to Sharing Practices Between Teams
Mary E. Zellmer-Bruhn and Cristina B. Gibson investigate facilitators and impediments to inter-team transfer of practices using qualitative analysis of multinational interviews and review of literature.
The Impact of Team Level Strategic Context on Team Process Innovation
In this study, Mary E. Zellmer-Bruhn and Cristina B. Gibson apply the concept of strategic context (Prahalad & Doz, 1987; Schulz & Jobe, 1997) to the team level and examine how team strategic context relates to team process innovativeness.
When Workers are Here, There and Everywhere: A Discussion of the Advantages and Challenges of Telework
Nancy B. Kurland and Diane E. Bailey discuss home-based telecommuting, satellite offices, neighborhood work centers, and mobile working which are alternative forms of work organization that together constitute “telework.”
Do They Do What They Believe They Can? Group-Efficacy and Group Effectiveness Across Tasks and Cultures
Cristina B. Gibson discusses group-efficacy, a group’s belief regarding its ability to perform effectively. It is argued that group-efficacy effects are complex and moderated by several contingency factors.
Preserving Commitment During Downsizing: An Empirical Test of the Mitigating Effect of Trust and Empowerment
Gretchen M. Spritzer and Aneil K. Mishra explore whether the commitment of downsizing survivors can be preserved at a level comparable to employees who have not been subjected to a downsizing.
Our Past, Present, and Future in Teams: The Role of Human Resource Professionals in Managing Team Performance Across Cultures
Cristina B. Gibson and Bradley L. Kirkman discuss how the majority of Fortune 1000 employees have been affected by the widespread proliferation of work teams.
Understanding Group-Efficacy: An Empirical Test of Multiple Assessment Methods
In this paper by Cristina B. Gibson, Amy E. Randell, and P. Christopher Earley, methods of assessing group-efficacy were examined using a multi-party role play negotiation.
Strategies for High Performance Organizations: The CEO Report
The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.
Charismatic Leadership in Organizations
Jay A. Conger and Rabindra N. Kanungo explain that although charismatic leadership is often known for its positive consequences, it has a shadowed side that has been poorly explored.
