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Barry M. Goldman, Russell Cropanzano, Jordan H. Stein, Debra L. Shapiro, Sherry Thatcher and Jaewon Ko
The purpose of this paper is to explore the causes, impact, and resolution of ideological conflicts in the workplace. By integrating research on organizational justice, the paper…
Abstract
Purpose
The purpose of this paper is to explore the causes, impact, and resolution of ideological conflicts in the workplace. By integrating research on organizational justice, the paper aims to argue that ideological discord is engendered though the interaction of distributive, procedural, and interactional (un)fairness.
Design/methodology/approach
Using a longitudinal field study, the ideas were tested with a sample of 77 claimants, undergoing mediation through the USA. Equal Employment Opportunity Commission (EEOC).
Findings
The results were generally supportive of all predictions, suggesting that, though injustice may cause troublesome ideological conflicts, fair dispute resolution interventions can provide a remedy.
Originality/value
The research documented in this paper is particularly important because it suggests that justice can be restored through the intervention of a neutral mediator.
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Keywords
Debra L. Shapiro and Bradley L. Kirkman
This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent…
Abstract
This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs). As predicted, we found that anticipatory injustice was significantly positively related to change‐resistance and turnover intentions; and significantly negatively related to employees’ commitment; and that procedural justice can mitigate the latter relationships. Implications for managing change are discussed.
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Bindu Aryais currently a doctoral student in International Business and Strategy at the University of Texas at Dallas. Her dissertation will empirically investigate how…
Abstract
Bindu Aryais currently a doctoral student in International Business and Strategy at the University of Texas at Dallas. Her dissertation will empirically investigate how collaborative efforts between for-profit, not-for-profit and governmental agencies facilitate outcomes and can function to enhance sustainable development. Her research on how social networks facilitate organizational and group decision-making processes and outcomes has appeared in Journal of Management (forthcoming).
Are global business teams (GBTs) nothing more than just a group of individuals collaborating across cultural and geographic distances? We argue that such a view represents a gross…
Abstract
Are global business teams (GBTs) nothing more than just a group of individuals collaborating across cultural and geographic distances? We argue that such a view represents a gross simplification of the reality, since every GBT member also represents the knowledge and interests of an organizational unit. Recognizing the broader strategic context within which teams are embedded, we advance a typology of GBTs. We argue that different types of GBTs impose different motivational structures on team members as well as different coordination challenges. We also examine how the salience and consequences of various emergent and designed team characteristics will differ across different types of GBTs.
Gretchen M. Spreitzer, Debra L. Shapiro and Mary Ann Von Glinow
Transnational teams (TNTs) - teams whose members are geographically spread across at least two co-ntries - are often plag-ed with s-bstantial member differences. These incl-de the…
Abstract
Transnational teams (TNTs) - teams whose members are geographically spread across at least two co-ntries - are often plag-ed with s-bstantial member differences. These incl-de the different time zones members work in, their different c-lt-ral c-stoms and norms, and the different native lang-ages they speak. The res-lting interpersonal and task -ncertainty increase the need for member sense-making. Beca-se tr-st is the l-bricant for obtaining collaborative team performance, in this chapter we develop a concept-al model of tr-st-related sense-making in TNTs. That is, we identify factors that may infl-ence the extent to which TNT members sense that they can tr-st each other, and as a res-lt, wish to give the TNT their f-ll collaborative potential (despite the local demands also competing for their time). Importantly, we identify distinctive characteristics of TNTs that seem likely to complicate, even aggravate, the tr-st-related sense-making process described in o-r literat-re review on dyadic-relationships or domestic teams. Drawing from the tr-st and social dilemma literat-res, as well as o-r own research on TNTs, we offer interventions that may be -sed by the leader of the TNT to co-nteract the tr-st-red-cing properties of a TNT. We advocate the -se of “-niversal partic-larism” in TNTs. In so doing, we highlight the importance of eliminating the tendency to ass-me that “one size fits all” when managing people from a variety of c-lt-res. We ill-strate that the c-lt-ral val-es of “-niversalism” and “partic--larism” can co-exist. We concl-de the chapter by noting how the concept-al framework b-ilds -pon and extends prior models of tr-st and teamwork.
Kuldeep Kumar, Paul C. van Fenema and Mary Ann Von Glinow
In today's internationalized world, value creation consists of knowledge and work integration involving workers from around the world. Members of these globally distributed work…
Abstract
In today's internationalized world, value creation consists of knowledge and work integration involving workers from around the world. Members of these globally distributed work teams (GDWT) encounter organizational behavior issues (identity, cultural differences, and leadership) and organization design issues (dependencies, information processing, media use, and teamwork structures). While most research on GDWT focuses on the first set of issues, this chapter is among the few to systematically explore the second set. We propose and elaborate on strategies for either reducing the intensity of collaboration, or enabling teams to collaborate intensely on a global scale. Implications for research and practice are explored.
Aparna Joshi and Mila Lazarova
In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational team (MNT…
Abstract
In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational team (MNT) context. We report findings from a study that incorporated the perspectives of MNT leaders as well as members on MNT leadership. We asked MNT leaders and their team members to identify the competencies that they believe are needed for effectively managing MNTs. The findings from this study promise to enhance our understanding about the specific nature of the MNT context, as viewed by the two parties that are at the frontline of multinational teamwork: team members and leaders. We use this dual perspective to clarify global competencies that MNT leaders may need to develop in themselves, and to propose a framework that may assist multinational organizations in identifying, rewarding, and developing MNT leaders.
Gerardine DeSanctis and Lu Jiang
We examined the effects of group structure and electronic communication patterns on the performance of 18 multinational teams over an 8-month period. The teams were composed of a…
Abstract
We examined the effects of group structure and electronic communication patterns on the performance of 18 multinational teams over an 8-month period. The teams were composed of a mix of Western and non-Western executives located throughout the world. In these highly diverse teams, team performance did not vary as a function of demographic heterogeneity; however, demographic homogeneity within the teams’ subgroups negatively affected team performance. The following communication patterns were associated with better team performance: a hierarchical communication structure, expressions of trust in the team's competence, references to the self, and information-providing statements.
Tae‐Yeol Kim and Debra L. Shapiro
The purpose of this paper is to examine whether negative emotions mediate the relationship between supervisor rudeness and subordinates' retaliatory reactions and how the…
Abstract
Purpose
The purpose of this paper is to examine whether negative emotions mediate the relationship between supervisor rudeness and subordinates' retaliatory reactions and how the reactions to supervisor rudeness differ between US Americans and Koreans and between in‐group and out‐group supervisors.
Design/methodology/approach
A survey involving 197 employees from USA and South Korea. MANCOVA was used to analyze the data.
Findings
Employees who were rudely (rather than politely) treated when receiving explanations for organizational decisions were more likely to engage in retaliation. The latter tendency was partially mediated by the negative emotions that the employees felt about their rude treatment. In addition, the rudeness‐retaliation effects became stronger when the supervisor was dissimilar (rather than similar) to them, and the latter two‐way interaction effect was even stronger to those who highly value vertical collectivism. Surprisingly, however, Koreans were more likely to retaliate against their supervisor rather than US Americans.
Research limitations/implications
Previous scenario‐based studies contrasting Koreans and US Americans have yielded findings suggesting that Koreans and US American employees may differ in their responses to supervisory rudeness. Additionally, the tendency of people to be more attracted to similar rather than dissimilar others (consistent with the similarity‐attraction paradigm) suggests that the (dis)similarity of a supervisor is likely to influence the rudeness‐retaliation effect. Future research needs to examine when, how, and why employees retaliate against supervisory rudeness to better understand the retaliation dynamics in organizations.
Originality/value
This is the only study that has examined how, in the context of receiving rude treatment from a supervisor, retaliatory reactions by US American versus Korean employees may differ and why (i.e. via emotional mediating variables), and whether US American‐Korean differences in retaliation under these circumstances are influenced by the supervisor's perceived (dis)similarity.
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