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Article
Publication date: 11 March 2009

Melody L. Wollan, Mary F. Sully de Luque and Marko Grunhagen

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of…

Abstract

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.

Details

Multinational Business Review, vol. 17 no. 1
Type: Research Article
ISSN: 1525-383X

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Article
Publication date: 31 December 2020

Rachel Gabel Shemueli, Mary F. Sully de Luque and Danae Bahamonde

To examine the effects of leadership style on in-role performance through feedback seeking behavior (FSB) and engagement using the job demands resource theory (JD-R).

Abstract

Purpose

To examine the effects of leadership style on in-role performance through feedback seeking behavior (FSB) and engagement using the job demands resource theory (JD-R).

Design/methodology/approach

The sample consisted of 152 employees working in a Peruvian call center. Structural equation modeling (SEM) was used to test the research hypotheses.

Findings

Transformational leadership was significantly related to in-role performance, with FSB and engagement sequentially mediating the relationship.

Originality/value

This study highlights the motivational processes that can lead to employee engagement and performance within a call center and identifies the contribution of feedback seeking within this environment.

Details

Leadership & Organization Development Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 2 October 2017

Shaista E. Khilji, Jawad Syed and Mary Sully De Luque

Abstract

Details

South Asian Journal of Business Studies, vol. 6 no. 3
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 6 February 2017

Günter K. Stahl, Christof Miska, Hyun-Jung Lee and Mary Sully De Luque

The purpose of this paper is to encourage scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to…

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Abstract

Purpose

The purpose of this paper is to encourage scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management (CCM) research.

Design/methodology/approach

The idea that there are negative consequences associated with cultural differences is pervasive in hypotheses formulation and empirical testing in international business and CCM literature, as reflected in widely used constructs such as “cultural distance,” “cultural misfit,” “foreignness,” and related concepts. Consistent with a Positive Organizational Scholarship (POS) perspective on culture and cultural differences, the authors emphasize the positive role of distance and diversity across national, cultural, institutional, and organizational dimensions. In addition, they provide an overview of the contributions to the special issue.

Findings

Examining the positive side of culture is not only beneficial theoretically in terms of filling the existing gaps in the literature, but is also crucial for the practice of international and global business. Accordingly, the contributions to the special issue highlight how explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels. They include five research papers, a Distinguished Scholar Essay by Kim Cameron, the Founder of the POS movement, and an interview piece with Richard Nisbett, a Pioneer Researcher in culture and cognition.

Originality/value

The overemphasis on adverse outcomes associated with cultural differences in existing research has hindered the understanding of the processes and conditions that help organizations leverage the benefits of cultural differences in a wide range of contexts. This introductory paper together with the contributions included in the special issue showcases the positive dynamics and outcomes associated with cultural differences, distance, and diversity in a wide range of international business contexts.

Details

Cross Cultural & Strategic Management, vol. 24 no. 1
Type: Research Article
ISSN: 2059-5794

Keywords

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Book part
Publication date: 9 August 2016

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78635-138-8

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Book part
Publication date: 18 November 2019

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-83867-075-7

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Book part
Publication date: 26 November 2018

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

Content available
Book part
Publication date: 19 October 2020

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-83909-592-4

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Book part
Publication date: 21 July 2017

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78714-698-3

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Case study
Publication date: 24 May 2013

Bonita Betters-Reed and Elise Porter

Leadership, organizational behavior, entrepreneurship.

Abstract

Subject area

Leadership, organizational behavior, entrepreneurship.

Study level/applicability

This case study is intended for undergraduate and graduate levels.

Case overview

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

Expected learning outcomes

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

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