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The emerging literature on computer-mediated communication at the study lacks depth in terms of elucidating the consequences of the effects of incivility on employees. This study aims to compare face-to-face incivility with incivility encountered via e-mail on both task performance and performance evaluation.

In two experimental studies, the authors test whether exposure to incivility via e-mail reduces individual task performance beyond that of face-to-face incivility and weather exposure to that incivility results in lower performance evaluations for third-parties.

The authors show that being exposed to cyber incivility does decrease performance on a subsequent task. The authors also find that exposure to rudeness, both face-to-face and via e-mail, is contagious and results in lower performance evaluation scores for an uninvolved third party.

This research comprises an empirically grounded study of incivility in the context of e-mail at study, highlights distinctions between it and face-to-face rudeness and reveals the potential risks that cyber incivility poses for employees.

Analyses two Hungarian state‐owned companies seeking to reorient themselves as their national economy changes from state‐socialist to market‐driven. These companies were selected from a larger longitudinal study because they reflected one Hungarian‐directed successful implementation of revolutionary change and one previously unsuccessful adaptation. Analyses their change processes using Tushman and Romanelli′s description of the process of frame‐breaking change in Western corporations and Gersick′s theory of change in small groups. Finds that the successful Hungarian organization shared characteristics of Western management succession and a dedicated visionary cadre of top managers with daily active involvement in implementation. However, these managers have not had to direct substantial attention to overcoming resistance within the organization to change, since most managers and employees passively accepted the vision of the cadre.

We focus on the cultural concept of power distance to test whether or not culture-practice fit or universal supervisory practices are associated with team collaboration, innovation, current and future team performance. This test is possible because power distance is conceptually deconstructed and scales developed that reliably and validly differentiate between the societal level values and workplace practices. Next, drawing on these measures, we test the culture-fit-vs.-universal practices hypotheses in a sample of ethnically similar employees dispersed across the United States and India.

Data were collected from a survey administered to employees and their supervisors in a Non-Western Multinational Corporation.

We find support for the universal-practices perspective in this study. Those Indian and local managers who were low in interpersonal power distance, regardless of their subordinates’ societal power-distance cultural values had better team collaboration, innovation, and future performance. Trust in fellow team members was found to mediate these relationships.

Findings from this study contribute to our understanding of power distance, and also provide insight into the central question of when and how management practices should be adapted to local cultures.

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

Competition is a prominent topic of discussion among academics and practitioners; yet the relevant literatures in management and psychology lack a consistent definition to describe this phenomenon. Consequently, much of the mixed results concerning competition's impact on attitudes and performance might be due to conceptual differences about the construct. A survey administered in a laboratory setting demonstrated individuals perceive different types of competition, and these different types had different impacts on attitudes and behavior. One type of competition identified here, the opportunity for informal competition, draws from a vast literature in social psychology—using social comparisons to evaluate performance. These results support broadening the definition of competition and expanding future research investigation efforts. Informal social competition can potentially benefit efforts to effectively direct and enhance motivation.

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of innovative new products in the retail market. The challenge for retail buyers is to adjust their procurement processes to respond to consumer needs in an efficient and effective manner. This study examines factors influencing buyer‐supplier relationships in a transition economy. We present a model to explain the factors driving retail buyer dependence on suppliers. We find that retailer evaluation of supplier credibility mediates the relationship between retailer perceptions of a supplier ability to add value to its business and the ability to achieve its desired goals. In part, this is due to the supplier’s market orientation. Interestingly, guanxi ties have no impact on the retailer perceptions of the supplier credibility, but have a positive affect on retailer dependence on its supplier partners.

The purpose of this study is to show that the presence of strong personality traits in management teams may have limiting effects on the teams' ability to adapt to critical changes in their business environments.

The financial operations characterizing ten management teams have been traced over three years, and the personalities of all managers were measured during the first phase of the project. A critical incident in the market signalled a need to adapt after about 20 months. The ensuing adaptation was analysed and related to the presence of strong personality traits, plotting all data in two‐dimensional space to visualize the relationship between personality and business operations.

The intra‐team maximum traits were systematically related to a tendency to perform habitual business in the teams. Only intelligence and stability were related to better performance after the crisis, suggestion that other strong traits may impose rigidity.

The sample is limited to ten management teams, but these are followed for three years through 33 observation points. Also, a visualization technique based on factor analysis is used in addition to regression equations as one of the main methodological tools.

Managers composing teams should observe the presence of strong traits and take action to prevent obstructing adaptation after crises. This knowledge may induce efforts to overcome rigidity and understand the value of reflection‐in‐action for teams.

The paper presents a new way of conceptualizing the role of personality in management teams and shows its immediate impact on business performance in a real‐life setting.

Many scholars of business ethics have emphasised for new research theories and methods that make a substantial contribution to improving business ethical practices and standards globally. This study aims to explore the impact of workplace spirituality and its four dimensions-meaningful at work, transcendence, mindfulness and compassion over the nepotism-favouritism in ASEAN Region. This study also contributes to literature by investigating role of gender over the association of workplace spirituality, and its dimensions with nepotism-favouritism.

Data was collected through self-administered questionnaires from employees of the service sector working in Singapore, Malaysia and Myanmar. SPSS and SmartPLS software were used for data analysis.

The findings of this study suggest that there is significant negative impact of workplace spirituality on the nepotism-favouritism. Four dimensions-meaningful at work, transcendence, mindfulness and compassion has significantly negative influence on nepotism/favouritism. With change of gender, impact of workplace spirituality and its three dimensions-meaningful at work, compassion and transcendence exhibit varying influence on the nepotism-favouritism, which indicates presence of moderating effect. This study concludes with no moderating impact of gender over the association of mindfulness and nepotism-favouritism.

This study presents empirical evidence from ASEAN region, which is useful for practitioners to abolish corruption in the context of nepotism-favouritism.