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The effectiveness of using team learning to improve team performance has been well documented in the literature, and this notion makes intuitive sense. However, little empirical research has been dedicated to the relationship between team learning and team performance, probably owing to the lack of a widely acceptable instrument for assessing team learning. In this study, a psychometric (validity and reliability) examination of Edmondson’s Team Learning Survey (TLS) is undertaken. This instrument was then used to examine the effects of internal and external team learning on team performance. Implications and limitations of the study findings are discussed.

Despite the continuing interest in a concern for relationships between culture, management values and economic activity, there is a lack of empirical evidence about these relationships during the unprecedented economic transformations in Asian nations in the 1990s. This study evaluated variations in values that tapped concerns fundamental to the Chinese world view during the period of the Asian financial crisis of 1997. Data were provided by ethnic Chinese managers from Hong Kong, Malaysia and Singapore prior to and after the meltdown. The study findings demonstrate a number of the values changed significantly, which questions assumptions of the longevity of these values, which were identified in earlier periods of relative economic stability. These findings suggest the emergence of distinct managerial styles in each country, rather than the continuance of more common “Asian” or a Chinese way of doing business.

This study assessed the relevance of Vroom’s expectancy motivational framework in a cross-cultural context. Differences in attitudes for task investment, preferences for work related achievements, and the reward potential of outcomes was assessedwith Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom’s framework. The study findings are discussed in terms of the implications they have for the necessary organizational development with Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom's framework. The study findings are discussed in terms of the implications they have for the necessary organizational development of businesses in the competitive Asia-Pacific region.