tennismom: August 2008

This has been a whirlwind 5 days. While attending the Academy of Management Conference August 8-13 in Anaheim, I also participated in the final presentation for the Second Life KA on Sat. August 9 for 4 hours. We also spent about 3 hours practicing during the week. My final presentation is available online on YouTube:

http://www.youtube.com/watch?v=HhxwLGRIJiw

At the AOM conf. I was able to get lots of good references, articles and books. I also enjoyed Warren Bennis's talk very much. Here is the my itinerary and a listing of the 13 articles and 11 books that I downloaded and purchased.

Academy of Management Conf. August 8-13

FRIDAY:
1) Session Title: Adaptation to the Global Work Context: Cultural Intelligence and Global Identity
Date & Time: Friday, Aug 8 2008 from 3:30PM - 5:30PM

SATURDAY:
2) Session Title: Culture, Leadership, Organizations, And Societies: GLOBE and Beyond
Date & Time: Saturday, Aug 9 2008 from 8:30AM - 10:30AM

SUNDAY:
3) Session Title: Teaching Diversity in Multiple Contexts and Creating a Diversity Minor
Date & Time: Sunday, Aug 10 2008 from 8:00AM - 12:00PM

MONDAY:
4) Session Title: Impact of National Culture I
Date & Time: Monday, Aug 11 2008 from 8:30AM - 10:20AM

5) Session Title: Advances in Team Diversity Research: Beyond the Input-Process-Output Model of Team Dynamics
Date & Time: Monday, Aug 11 2008 from 12:20PM - 2:10PM

6) Session Title: How Should We Assess and Develop Intercultural Competencies in Current and Future Global Leaders?
Date & Time: Monday, Aug 11 2008 from 2:30PM - 3:50PM

TUESDAY:
7) Session Title: Does Religion affect Leadership?: The Influence of Religion on Leadership Perceptions and Behaviors
Date & Time: Tuesday, Aug 12 2008 from 8:30AM - 10:10AM

8) Session Title: Ethics: Models and Measures
Date & Time: Tuesday, Aug 12 2008 from 10:30AM - 11:50AM

9) Session Title: Cross-Cultural Management
Date & Time: Tuesday, Aug 12 2008 from 2:30PM - 3:50PM

10) Session Title: Ethics and Organizational Behavior
Date & Time: Tuesday, Aug 12 2008 from 2:30PM - 3:50PM

11) Session Title: ODC Distinguished Speaker, Dr. Warren Bennis
Date & Time: Tuesday, Aug 12 2008 from 4:10PM - 5:20PM

WEDNESDAY:
12) Session Title: Perceiving Diversity in Organizations: The Effects of Perceived Discrimination, Inclusiveness
and Psychological Contract Violation
Date & Time: Wednesday, Aug 13 2008 from 8:30AM - 10:20AM

Program Session #: 40 | Submission: 10241 | Sponsor(s): (IM, HR, ITC)
Scheduled: Friday, Aug 8 2008 3:30PM - 5:30PM at Anaheim Convention Center in 202A

Adaptation to the Global Work Context: Cultural Intelligence and Global Identity
Adaptation to Global Work

Coordinator: Thomas Rockstuhl; Nanyang Technological U.;
Discussant: Miriam Erez; Technion-Israel Institute of Technology;
Discussant: Soon Ang; Nanyang Technological U.;
Discussant: Gili S. Drori; Stanford U.;
Facilitator: Kok-Yee Ng; Nanyang Technological U.;
Facilitator: Linn Van Dyne; Michigan State U.;
With the increasing globalization, the need to adapt effectively to the global work context is becoming a necessary requirement for individual employees, teams and organizations. Along the theme of 2008 Academy of Management meeting ?"the questions we ask" are: What are the personal, team and organizational characteristics that facilitate adaptation to the global work environment, and how to strengthen these characteristics? The answers to these questions are highly relevant to the research and practice of IM. We highlight three concepts as central to enable personal integration in a global work environment: a) developing a sense of belongingness to multicultural teams and multinational organizations beyond one's personal national identity. We define this type of belongingness as Global Identity, in line with the Social Identity theory, suggesting that Global Identity can coexist with Local Identity- the sense of belongingness to one's own culture; b) developing one’s cultural intelligence (CQ) ?the individual capability to function and manage effectively in culturally diverse settings; c) understanding the characteristic of the global culture to which individuals, teams and multinational companies need to adjust. This PDW aims to (a) introduce the concepts of Global Identity, CQ, and global culture, (b) offer as set of practices, or strategies, for personal development of the participants with respect to Global Identity and CQ. The former goal is achieved through a 3-person panel discussion, while the latter is achieved through an experiential exercise, personal feedback, and break-up group discussions.

Program Session #: 95 | Submission: 10184 | Sponsor(s): (IM, RM, OB)
Scheduled: Saturday, Aug 9 2008 8:30AM - 10:30AM at Anaheim Convention Center in 210B

Culture, Leadership, Organizations, And Societies: GLOBE and Beyond
GLOBE and Beyond

Chair: Mansour Javidan; Thunderbird School of Global Management;
Participant: Paul Hanges; U. of Maryland;
Participant: Mary F. Sully De Luque; Thunderbird School of Global Management;
Participant: Peter W Dorfman; New Mexico State U.;
This is a truly unique interactive PDW. It is designed to achieve three goals: First, to review the major variables, hypotheses, and findings of the GLOBE Project. Second, to work in small groups to determine how to push the frontiers of cross cultural research in terms of new hypotheses, variables, and relationships. Third, to access the existing GLOBE database to run the relevant series of statistical analyses and find new relationships. The audience will be divided in groups. Upon review of the major GLOBE variables, hypotheses, and findings, each group will identify new research questions and hypotheses that they wish to test. After group presentations, each group is provided with the GLOBE database to conduct the statistical analyses of interest and report their findings to the general audience.

Program Session #: 280 | Submission: 10155 | Sponsor(s): (GDO, TTC, MED, SIM, OB, HR)
Scheduled: Sunday, Aug 10 2008 8:00AM - 12:00PM at Hilton Anaheim in Capistrano A

Teaching Diversity in Multiple Contexts and Creating a Diversity Minor
Teaching Diversity Courses

Organizer: Myrtle P. Bell; U. of Texas, Arlington;
Presenter: James E. King; U. of Alabama, Tuscaloosa;
Presenter: Belle Rose Ragins; U. of Wisconsin, Milwaukee;
Presenter: Linda M Hite; Indiana U. Purdue U. Fort Wayne;
Presenter: Kimberly S McDonald; Indiana U. Purdue U. Fort Wayne;
Presenter: Isabel Metz; U. of Melbourne;
Presenter: Bernardo M. Ferdman; Alliant International U.;
Presenter: Mary L. Connerley; Virginia Tech;
Presenter: Judith A. Clair; Boston College;
Presenter: Marcy Crary; Bentley College;
This session will help participants learn to teach gender and diversity courses at undergraduate, MBA/MA/MS, and doctoral levels. Specific sessions on each level will be offered, along with sessions on teaching diversity in ethics, human resources, and organizational behavior courses; facilitation skills, class conflict, and the instructor as medium; using experiential exercises; building support for and creating a business diversity minor; and teaching diversity in the Asia Pacific Rim context. We believe this PDW is important because the demand for such courses has increased along with the increasing workforce diversity and the increased awareness that diversity management affects organizational performance. Teaching such a course or incorporating it into other course content is challenging, because few faculty have taken such courses themselves, the range of potential goals is large, the number of potential topics is large, and there is no standard model of what a course should incorporate or how it should be taught. This PDW will give experienced teachers an opportunity to share their expertise with others and may also increase the number of courses or the inclusion of such content in other courses by increasing participants' skills and confidence about their ability to teach the material.

Program Session #: 521 | Submission: 17137 | Sponsor(s): (IM)
Scheduled: Monday, Aug 11 2008 8:30AM - 10:20AM at Anaheim Convention Center in 212A

Impact of National Culture I
Impact of National Culture I

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Chair: Paul S. Hempel; City U. of Hong Kong;
Discussant: Yih-teen Lee; IESE Business School;
Search Terms: Culture , MNC
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IM: Etic & Emic Research on Face in Chinese Culture: Implications for Cross-cultural Management Research
Author: Peter W. Cardon; U. of South Carolina;
Author: Ronda R. Callister; Utah State U.;
One of the most commonly cited aspects of Chinese social relations and identity is face. Face is a metaphor that originated in the Chinese language. A long history of research about face in Chinese culture (e.g., Smith, 1894; Hu, 1944) has resulted in two separate streams of research , one of Western origin using a predominately etic (culture-general) approach and the other of Chinese origin using a predominantly emic (cultural-specific) approach. This manuscript reviews both extensive research literatures on face, describes the contrasting assumptions between these two streams of research. It also examines the limitations of etic research and offers suggestions for future research to better integrate the Chinese perspective and provide greater understanding of face to Westerners who do business in China.
Paper is Available to Registrants Only: Please login at the left.
Search Terms: Chinese , Face , Cross-cultural
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IM: Cultural Variation in Group Dynamics: Applications of the Theory of Individualism and Collectivism
Author: Dharm P. S. Bhawuk; U. of Hawaii, Manoa;
Author: Vijayan P. Munusamy; Center for Creative Leadership;
Author: Keith Sakuda; U. of Hawaii at Manoa;
With globalization researchers need to concern themselves with the development of theories that can cross cultural boundaries. However, models developed in the West are often accepted as universal without testing their validity across cultures, and researchers seldom examine theories and models in light of cultural theories. To illustrate this, we present a popular model of group dynamics developed in the West, examine it in light of the theory of individualism and collectivism, and present propositions that show how culture shapes group dynamics. We demonstrate that with the development of sophisticated cultural theories it is possible to do theoretical testing of models. It is hoped that researchers will adopt this approach of theoretical testing of models by using cultural theories to develop models that are more relevant to the globalized workplace.
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Search Terms: Cultural Variation , Group Dynamics , Individualism and Collectivism
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IM: A Sub-cultural Study on Perceptions of Power Distance and Working Environment
Author: Yi Zhang; U. College Dublin;
This study explores differences and similarities in perception of power distance and perception of working environment for innovation within a professional subculture. The subculture is from two groups, Chinese professionals in Chinese R&D companies (CPCs) and in China-based American R&D companies (CPAs). The findings from survey shows that professionals¡¯ perception in power distance varies when they work in different groups. The perception of high power-distance relates to the perception of working environment (i.e., organizational rewards, team participation and empowerment). The relationships of power distance and working environment for innovation are different in two groups.
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IM: Comparing Employment Interviews Across Countries and Cultures
Author: Richard A. Posthuma; U. of Texas El Paso;
Author: Filip Lievens; Ghent U.;
Author: Wei-Chi Tsai; National Chengchi U., Taiwan;
Author: Julia Levashina; Indiana U. Kokomo;
Author: Michael A. Campion; Purdue U.;
This study compares actual job interviews (N = 11,667) across five different countries: Belgium, Mexico, Russia, Taiwan, and the U.S. The data indicate similarities and differences in interviews and the degree of their usefulness based on interview structure, selection ratio, the sex of the interviewer, the questions asked. In some countries women are more likely to be interviewers. Outside the U.S., questions about marital status and children are more common. Also, in many countries it is common to ask questions related to wage and salary expectations and work schedule availability. This shows that the employment interview is much more than a test of job-related knowledge, skills, and abilities. Implications for the usefulness of interviews in general and differences across countries are discussed. Directions for future research are provided.
Paper is Available to Registrants Only: Please login at the left.

Program Session #: 765 | Submission: 13614 | Sponsor(s): (GDO, OB, CM)
Scheduled: Monday, Aug 11 2008 12:20PM - 2:10PM at Hilton Anaheim in San Clemente

Advances in Team Diversity Research: Beyond the Input-Process-Output Model of Team Dynamics
Team Diversity

Chair: Lisa M. Leslie; U. of Minnesota;
Discussant: Bernardo M. Ferdman; Alliant International U.;
The scientific study of work team diversity has long been dominated by the input-process-output (IPO) model of team dynamics. Although a useful framework for understanding team processes and performance, application of the IPO framework to the dynamics of diverse teams has led to conflicting and inconsistent findings. As a result, research has yielded few practical insights regarding how to successfully manage diversity in teams. Recently, diversity scholars have highlighted the need to move the study of team diversity beyond the IPO models that have traditionally dominated the research literature. In particular, specific recommendations for advancing the study of diverse teams include increased attention to how researchers define the input (i.e., What pattern of differences constitutes maximum diversity?), greater complexity and specificity in how researchers study the processes that mediate the diversity-performance linkage, and exploration of factors that moderate team diversity effects (e.g., Harrison & Klein, 2007; van Knippenberg, De Dreu, & Homan, 2004; van Knippenberg & Schippers, 2007). This symposium brings together four empirical papers that are responsive to these recommendations. Each paper addresses a novel question regarding the dynamics of diverse teams, and therefore pushes the study of team diversity in new directions. Taken as a set, the papers not only increase our theoretical understanding of the dynamics of diverse teams, but also generate important practical insights for reaping the benefits of diversity, while avoiding the drawbacks.

The Dynamics of Group Faultlines: Triggers and Subgroup Size
Presenter: Dora C. Lau; Chinese U. of Hong Kong;
Presenter: J. Keith Murnighan; Northwestern U.;

Putting Differences in Context: The Role of Status and Cooperation in Team Diversity Research
Presenter: Lisa M. Leslie; U. of Minnesota;

Team Member Diversity and Asymmetries in Physiological Reactions to Conflict
Presenter: Frank De Wit; Leiden U.;
Presenter: Karen A. Jehn; Leiden U.;

Employee Voice in Culturally Diverse Management Teams
Presenter: Christian Troester; Erasmus U. Rotterdam;
Presenter: Daan van Knippenberg; Erasmus U. Rotterdam;

Program Session #: 896 | Submission: 14092 | Sponsor(s): (IM, MED, HR)
Scheduled: Monday, Aug 11 2008 2:30PM - 3:50PM at Hilton Anaheim in Pacific Pavilion B

How Should We Assess and Develop Intercultural Competencies in Current and Future Global Leaders?
Intercultural Competencies

Showcase Symposium

Chair: Mark E. Mendenhall; U. of Tennessee, Chattanooga;
Winner of MED Division Global Forum Best Symposium Award (Sponsored by U. of Manchester, Manchester Business School
With the increasing organizational challenges that are continually being created due to unremitting globalization processes, organizations have increasingly focused their efforts on developing leaders who can effectively operate in a global context. For many firms, this has become one of the primary strategic human resource initiatives they are currently undertaking (Mendenhall, Jensen, Black, Gregersen, 2003). This symposium first briefly reviews the domain of variables that have been found to influence global leadership effectiveness, and then focuses specifically on a large sub-domain of those variables: intercultural competencies. The challenges associated with assessing and developing intercultural competencies in global leaders are reviewed, and the presentations report from the firing line how various organizations (the U.S. Army, Japanese multinationals, and top executive education programs – Duke Corporate Education and IMD) are confronting the challenge of assessing and developing intercultural competencies. The symposium concludes with an exploration of creativity as an intercultural competency as it relates to innovation by leaders in the global context, and discusses methods by which it can be developed in MBA and undergraduate students. References Mendenhall, M., Jensen, R., Gregersen, H., & Black, J.S. (2003) Seeing the Elephant: HRM Challenges in the Age of Globalization. Organizational Dynamics. (32) 3, 261-274.
Search Terms: Global , Leadership , Competencies

Assessing and Developing Intercultural Competencies: Pipe Dream or Attainable Goal?
Presenter: Joyce Osland; San Jose State U.;
Presenter: Mark E. Mendenhall; U. of Tennessee, Chattanooga;

Intercultural Competence Assessment and Development in the United States Army
Presenter: Lisa M. V. Gulick; George Mason U.;
Presenter: Jeffrey L. Herman; George Mason U.;

Assessing Intercultural Competencies and Japanese Global Leadership: A Longitudinal Study
Presenter: Allan Bird; U. of Missouri, St. Louis;
Presenter: Norihito Furuya; IGB Network Co., Ltd.;
Presenter: Michael J. Stevens; Weber State U.;

Developing Global Leaders in Executive Programs: It's Time to Bite the (PowerPoint) Bullet
Presenter: Schon Beechler; Duke Corporate Education;
Presenter: Martha L Maznevski; IMD;

Developing Global Leadership Capabilities in Our Students: The Role of Creativity
Presenter: Gary Oddou; California State U. San Marcos;
Presenter: Hal B. Gregersen; INSEAD;
Presenter: Jeffrey H. Dyer; Brigham Young U.;

Program Session #: 1164 | Submission: 15002 | Sponsor(s): (MSR)
Scheduled: Tuesday, Aug 12 2008 8:30AM - 10:10AM at Anaheim Marriott in Platinum 10

Does Religion affect Leadership?: The Influence of Religion on Leadership Perceptions and Behaviors
Religion and Leadership

Organizer: Nathan W. Weidner; Wayne State U.;
Organizer: Marcus W. Dickson; Wayne State U.;
Presenter: Faith Wambura Ngunjiri; Yale U.;
Presenter: Emmett E. Perry; Rockhurst U.;
Participant: Nathalie Castano; Florida International U.;
Participant: Abigail Reiss; Wayne State U.;
Organizer: Ariel Lelchook; Wayne State U.;
Presenter: Frank Markow; Life Pacific College;
Religious institutions are some of the oldest social institutions in the world. For hundreds of years they have been influencing the ways in which individuals live their lives. With hundreds of different religious systems existing across the world it is important to ask questions about the ways these religious institutions are affecting individuals in organizations. This is an area of research that is largely under-investigated by present day researchers. The present symposium is composed of research which examines the ways in which these religious institutions influence individuals, specifically the ways in which these religious institutions influence leadership. These different forms of leadership correspond with various values, practices and leadership role models which can be identified in religions. Two of the studies examine the ways in which perceptions of implicit leadership theories (ILTs) are influenced by religious affiliation. Both of these studies look at a cross cultural sample which offers a broader context to examine the influence of religious affiliation on ILTs. They offer evidence to support the influence of religious affiliation on a preference for a leadership style. The third study examines how leaders of different religious affiliations react differently to crises, showing that religious affiliation can differentially impact leaders’ behaviors. The fourth study provides a detailed outline of one specific religion’s theory of leadership and how it is developed in their followers.
Search Terms: Religion , Leadership , Culture

The Impact of Religious Affiliation on Perceptions of Leadership
Presenter: Nathan W. Weidner; Wayne State U.;
Presenter: Ariel Lelchook; Wayne State U.;
Presenter: Marcus W. Dickson; Wayne State U.;
Presenter: Nathalie Castano; Florida International U.;
Presenter: Abigail Reiss; Wayne State U.;

The Questions We(Should)Ask: African Cultural Worldview and GLOBE’s Culturally Endorsed ILTs
Presenter: Faith Wambura Ngunjiri; Yale U.;

Beauty for Ashes: Content Analysis of How Spiritual Leaders Engage in Sense Making After 9/11
Presenter: Frank Markow; Life Pacific College;

Defining Leadership and Institutionalizing a Model of Leadership Development
Presenter: Emmett E. Perry; Rockhurst U.;

Program Session #: 1274 | Submission: 17322 | Sponsor(s): (IP)
Scheduled: Tuesday, Aug 12 2008 10:30AM - 11:50AM at Hilton Anaheim in Mezzanine 11

Ethics: Models and Measures
Ethics: Models and Measures

Facilitator: Christopher W Bauman; Kellogg School of Mangaement, Northwestern U.;

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SIM: Unethical Behavior in Macedonia: Are There Differences in the Private and the Public Sectors?
Author: Thomas Li-Ping Tang; Middle Tennessee State U.;
Author: Elisaveta Sardzoska; U. St. Cyril and Methodius;
We test a model of unethical behavior using data collected from managers in the private (n = 208) and the public (n = 307) sectors of the Republic of Macedonia. Results of the etic model suggested that the love of money was positively related to job stress. Corporate ethical values were negatively related to job stress, but positively related to life satisfaction. Unethical behavior was significantly related to job stress which was negatively related to life satisfaction. The pattern of results was different for managers in the private and the public sectors. Our theory provides new insights regarding doing business in Macedonia.
Paper is Available: View/Download
Search Terms: Unethical Behavior , Private vs. Public , Macedonia
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SIM: Ethical Work Climates: A Nomological Network Approach to the Study of a Construct
Author: Anke Arnaud; Embry-Riddle Aeronautical U.;
Author: Marshall Schminke; U. of Central Florida;
Over the last two decades, a consistent stream of ethical work climate (EWC) research has appeared in the literature. While this research reveals that ethical work climates do matter, a recent meta-analysis of the EWC literature illustrates that there is still much left to explore (Martin and Cullen, 2006). It is our view, that the accumulated research has been informative, but that gaps in our knowledge exist. In this paper, we offer a model representing a clearly defined nomological net of constructs that relate to the emergence and change of EWCs. We extend the current research on EWCs by defining the construct more comprehensively as the psychological process model of EWCs, including four components of EWCs. Finally, we develop propositions linking the constructs of the nomological net hoping to present a clear, strategic point of departure from which to study EWCs and learn how they emerge and change over time.
Paper is Available: View/Download
Search Terms: ethical decision making process , ethics , ethical climate
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SIM: Virtue or Complacency?The Future Manager and a New Model for Measuring Corporate Ethics
Author: Sean Jasso; Pepperdine U.;
Who are the people to manage the future corporation? What is their preparation for being not only effective managers, but moral managers? This research is driven by dissatisfaction with the current dialogue of business ethics and social responsibility often being trivialized and marginalized in both the corporate suites and also in the schools of business where the future manager is often introduced to the tools required for management and leadership of today’s and tomorrow’s organizations. The overarching objective presented here is to offer a new theoretical framework that can help predict the measurement of what I will call corporate arête – or, corporate excellence, in the traditional foundation of moral virtue. The paper is a comprehensive study of 300 business students testing their general knowledge of ethics as they prepare to enter management roles in the world of business. In a 2003 symposium of one of Peter Drucker’s last lectures, he stated, ‘there are no ethics in business’ – what did he mean? This paper attempts to look deeper into his apparent riddle and through an aggressive statistical analysis, I provide insight into the future manager to determine if the corporations of tomorrow are to be managed by complacent or virtuous leaders.
Paper is Available: View/Download
Search Terms: ethics , future manager , corporate responsibility
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SIM: A Meta-Ethical Perspective on Organizational Identity
Author: David Oliver; HEC Montreal;
Author: Matt Statler; New York U.;
Author: Johan Roos; Imagination Lab Foundation;
This paper begins by identifying a gap in organizational identity (OI) research – although ethically-related issues have been touched on, to date there has been no attempt to focus on the ethical dimensions of OI. Working from a meta-ethical perspective, we claim that the dynamic, processual and temporal activities recently associated with OI always have an ethical dimension, whether ‘good’ or ‘bad’. We then introduce the balance theory of practical wisdom (Sternberg, 1998) as a theoretical framework to describe the ethical dimensions of OI. We present an empirical case focused on an international paint company in order to illustrate the relevance of this theory for empirical OI research. Our intention is to expand existing theory by bringing an aspect of OI that has been tangentially acknowledged to the forefront, and by identifying it as a fruitful avenue for future theory development as well as empirical research.
Paper is Available: View/Download
Search Terms: organizational identity , business ethics , meta-ethics
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SIM: Good Theories Gone Bad: What Happens When Theory Holds, Even If the Assumptions Don’t
Author: Jared D. Harris; U. of Virginia - Darden;
Author: David Souder; U. of Connecticut;
Shareholder-centric theories of the firm, especially agency theory, have received some of the blame for the series of business scandals observed at the start of the 21st century. Most critics have argued against the validity of these theories and proposed alternatives. This paper takes a different approach, observing a common theme in these scandals: the self-interest mechanism that underlies shareholder-centric theories does not appear to be flawed per se; rather, it continues to be relevant in real-life scenarios that extend beyond the restrictive boundary conditions of the classically-formulated theory. As a result, we argue that a more practical alternative to rejecting broken theories in favor of new ones is to fix the broken theories, adjusting boundary conditions to better accommodate the actual considerations faced by managers. This insight contributes to a greater ability to apply management theories to the complex and ambiguous conditions within which practicing managers operate.
Paper is Available: View/Download
Search Terms: Agency theory , Ethics , Short-termism
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SIM: Transition Ethics: A Framework for Practitioners and Scholars
Author: Tara J Radin; Wharton, U. of Penn;
Transition economies are some of the world’s most exciting emerging markets. They represent growth and potential in a global marketplace otherwise often characterized by relative predictability, stagnation, and saturation. Although they lie at the frontier of economic opportunity, however, they often fail to realize their potential. The tendency is therefore to relax the burden of ethical responsibility in transition economies in order to encourage business development. In fact, it is this absence of ethics that actually contributes to many of the failures of transition economies. Ethics cannot be separated from business decisions—particularly in transition economies. These economies are nevertheless plagued by ethical lapses and misdeeds. Since this behavior is not handled effectively by business ethics as it currently exists, we offer a specific framework to guide transition ethics.
Paper is Available: View/Download

Program Session #: 1386 | Submission: 17431 | Sponsor(s): (IM)
Scheduled: Tuesday, Aug 12 2008 2:30PM - 3:50PM at Anaheim Convention Center in Exhibit Hall C - IM 1

Cross-Cultural Management
Cross-Cultural Management

Presented on panels 43-54
More Info
Search Terms: Cross-culture , Management , MNC
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IM: Expatriate Job Performance in Greater China: Does Age Matter?
Author: Jan Selmer; Aarhus School of Business, U. of Aarhus;
Author: Jakob Lauring; Aarhus School of Business, U. of Aarhus;
Author: Yunxia Feng; Renmin U.;
As opposed to the predominant belief in the West, in Chinese dominated societies there may be a positive relationship between age and perceived possession of high quality personal resources and older people are traditionally treated with respect. This attitude towards old age may carry over to expatriates in Chinese societies. It is possible that older business expatriates will receive more respect and be treated with more deference in a Chinese cultural context than their apparently younger colleagues. This may have a positive impact on expatriates’ job performance. To empirically test this presumption, business expatriates in Greater Chine were targeted by a survey. Controlling for the potential bias of a number of background variables, results indicate that contextual/managerial performance, including general managerial functions applied to the subsidiary in Greater China, had a positive association with the age of the expatriates. This finding provides partial affirmative support to the presumption that the age of business expatriates matters in a Chinese cultural context. Implications of this result are discussed in detail.
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Search Terms: Greater China , Age , Expatriate job performance
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IM: Corporate Culture: Linking Multinational Teams to Organizational Context
Author: Aida Numic; Middlesex U. Business School;
Incorporating corporate context into research concerning multinational team (MNT) effectiveness still remains an ongoing challenge. The aim of this study is to explore directly the relationship between MNTs and the culture of the organization in which they operate. The study has been conducted in five different companies in Europe and the USA. A multiple case study analysis has been applied. The findings indicate that organisational culture acts as a mediator between national culture and work behaviour of MNT members. By transferring headquarter (HQ) corporate norms of behavior to host country (HC) subsidiaries through expatriates and matching the societal-level culture of the HC with the HQ corporate culture through inpatriates companies create a strong corporate culture that is compatible with the basic conceptions of all involved cultures. In companies with a strong corporate culture MNT norms are reflective of the organisational culture. MNTs in companies with a weak corporate culture deviate from the values and norms set by the organisation. They act in accordance with newly developed norms. The study draws the attention of scholars and practitioners towards the importance of corporate culture when trying to understand MNTs and provides an explanation for the many inconsistencies in current MNT literature.
Paper is Available to Registrants Only: Please login at the left.
Search Terms: multinational teams , organisational culture , cross-cultural management
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IM: Intercultural Competence Development:Toward a Theory of Intercultural Sensitivity
Author: Dharm P. S. Bhawuk; U. of Hawaii, Manoa;
Author: Vijayan P. Munusamy; Center for Creative Leadership;
Author: Keith Sakuda; U. of Hawaii at Manoa;
In this paper, we review some of the models of intercultural expertise development as intercultural sensitivity deals with dealing with people from other cultures effectively. Building on the notion of single and double loop learning, we present a model of intercultural sensitivity that we call the Triple-Loop Cultural Learning Model, which establishes intercultural sensitivity as a process. We also present a video metaphor to further the understanding of this process. While many aspects of the construct of intercultural sensitivity appear to mirror many of the personality traits and skills found in other indicators of cross-cultural success, we emphasize that intercultural sensitivity differs from these constructs by underlining the development of interest, sensitivity, and respect even at the expense of the more immediate priorities of accomplishing goals. To stimulate future research in this area, we propose a theory of intercultural sensitivity by synthesizing the cultural learning models. We end the paper with a discussion of intercultural sensitivity, cultural intelligence, and the model of intercultural skill development.
Paper is Available to Registrants Only: Please login at the left.
Search Terms: Intercultural Sensitivity , Intercultural Development , cross-cultural training
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IM: Effective multinational groupwork: The role of culture, identity and HRM competence
Author: Olivia Kyriakidou; Athens U. of Economics and Business;
Incorporating cultural context into HRM research and practice concerning group effectiveness in multinational organisations is an ongoing challenge. The article argues that the literature on multinational group effectiveness has been trapped in positivist conceptualisations of culture. An alternative approach is to perceive culture as a group rather than a national or organisational consideration. Based on such a conceptualisation, this article develops a theoretical framework that argues for managing the multinational scenario as a distinctly ‘group’ and ‘inter-group’ phenomenon, highlighting the pivotal role of categorisation and identity processes, both of which can have a profound effect on perception, attitudes, emotions and behaviours. It is via these processes that the role of culture can be understood to impact on attitude and behaviour, and by actively managing these processes intergroup blocks to effective multinational alliance can be eliminated or contained.
Paper is Available to Registrants Only: Please login at the left.
Search Terms: multinational teams , cultural diversity , social identity theory
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IM: Cultural Schema Theory: A New Paradigm for Cross-Cultural Management Research (WITHDRAWN)
Author: Hiroko Nishida; U. of Shizuoka;
Author: Wendy A. Smith; Monash U.;
This study investigates cognitive gaps (that is, cultural schema differences) between Japanese expatriates and local employees in Japanese subsidiaries in three Asian countries (China, the Philippines and Malaysia) and in the U.S. A total of 2,693 subjects participated in this study. There were 3 Hypotheses and 1 Research Question. H 1: The cognitive reactions of local employee groups toward the behavior of Japanese expatriates will vary across the 5 cultural groups); H 2: Japanese expatriates’ reactions to local employees will vary across the 5 Japanese groups; H 3: Perceptual differences will be identified between the Japanese and local employee samples in each of the 5 cultures; and RQ: What are the degree and types of cognitive differences that local employees and Japanese expatriates have in relation to each other? Data analyses revealed that H1 and H3 were supported and H2 was partially verified: Cognitive reactions of the 5 Japanese groups varied in 37 question items, but not in 6 items. Seven findings were obtained in relation to the RQ: Firstly, the highest degree of cultural difference between Japanese and locals was found in the case of the Malaysians (both the Chinese- and Malay-Malaysians), while the lowest was exhibited in the case of the Chinese; secondly, the Japanese experience cultural differences more in relation to work performance-related behavior than to communication- or management-related behavior, indicating that they have stronger cultural schemas exerting influence over work-performance than over other behavioral areas; and 5 others findings were obtained.
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Search Terms: Cultural schemas , Cross-cultural management , Japanese management
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IM: Patterns of Expatriate Deployment Over Time and Subsidiary Evolution
Author: Suhaib Riaz; U. of Western Ontario;
In this study, I investigate patterns of expatriate deployment over time, the multi-level conditions that impact these patterns, and the impact of these deployment patterns on subsidiary performance and growth. I draw upon and contribute to fundamental arguments in current resource-based analysis, including the role of key employees in resource and capability development, changes in resource combinations over time, and the link between changes in resource combinations and strategic outcomes at the level of the focal organizational entity. I also develop theoretical arguments for the treatment of resources originating at the parent MNE level and deployed in the host country competitive environment by considering the case of expatriates. I provide preliminary tests of my key arguments using Latent Curve Modeling, and build the case for the opportunities of using this method in understanding the development of heterogeneous bundles of resources and capabilities over time.
Paper is NOT Available: Please contact the author(s).
Search Terms: subsidiary evolution , expatriate resources , parent-subsidiary link
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IM: Dancing along borders: Motivational and strategic determinants of expatriate adjustment
Author: Catalin Ratiu; Concordia U.;
Author: Elena Lvina; Concordia U.;
In this theoretical work we propose a fresh look at the notion of expatriate adjustment, in which the focus is on motivational aspects as antecedents to the adjustment of expatriate managers in multinational corporations. Key concepts from organizational behavior and strategic management are linked in an attempt to understand different roles for expatriate assignments depending on whether the strategy adopted by the MNC is predominantly global or local.
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Search Terms: expatriate adjustment , multinationals , motivation
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IM: National Culture and its Impact on Performance Evaluation Systems: An Exploratory Study
Author: Andreas Feichter; Vienna U. of Economics and Business Administration;
This study examines the impact of cultural differences between German speaking and central and eastern European countries on the application of performance evaluation systems. According to the Globe Study (House, Hanges, Javidan, Dorfman, Gupta, 2004), the two examined regions show significant differences among those cultural dimensions which are considered to heavily influence the application of management control systems. Data obtained from publicly listed companies in three German speaking and seven central and eastern European countries are used for testing differences concerning performance measurement, participation in performance evaluation processes and performance-contingent pay. The findings based on 229 company observations support the hypothesis that there are differences in the application of performance evaluation systems between companies from the two European regions that can be traced back to cultural differences.
Paper is NOT Available: Please contact the author(s).
Search Terms: cross-cultural research , performance evaluation systems , management control
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IM: Is subsidiary TMT different? Checking the TMT-performance linkage at MNC subsidiary level
Author: Shengsheng Huang; Rutgers U.;
This paper theorizes the effects of top management team (TMT) of MNCs¡¯subsidiaries on subsidiary-level performance. Strategic management widely acknowledges the crucial role of top management in firm performing but in multinational corporations (MNCs) the linkage between TMT and performance at subsidiary-level is much more complex and implicit due to organizational inter-dependence within the MNC network. This paper investigates the effects of the subsidiary¡¯s TMT on its performance based on knowledge view and network view of the MNC. Moreover, one important demographic character, nationality, is proposed to have implications to performance. Testable hypotheses are given and future research suggested.
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Search Terms: subsidiary , top management team , performance
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IM: Overseas effectiveness: The strategic deployment of bicultural expatriates
Author: Marshall Wilson Pattie; James Madison U.;
This study investigates the impact of biculturalism on the success of expatriation. A sample of 102 expatriates is used to test the effectiveness of expatriates with bicultural experience. It was predicted that bicultural expatriates would have higher levels of interaction adjustment, lower turnover intentions and better performance than monocultural expatriates. Bicultural expatriates reported lower turnover intentions and received higher performance evaluations by their supervisors. There was no difference in interaction adjustment between bicultural and monocultural expatriates. These unique findings suggest that U.S. firms may gain a strategic advantage by deploying bicultural expatriates on overseas assignments. Implications for managers as well as limitations are discussed.
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Search Terms: expatriate , turnover , bicultural
________________________________________
IM: Private Labels: A Brazilian and French Grocery Retail Market Cross-Cultural Analysis
Author: Daniel Erthal; IAG PUC Rio;
Author: Helene Bertrand; Pontificial Catholic U. of Rio de Janeiro;
Private Labels (PLs) products blunts as being one of the main tools for retailers to grow and to foment their profits. In France, they already represent 36% of the total grocery sales. In Brazil, it still does not exceed 7%. The purpose of this study is to undertake a cross-cultural analysis between both PL markets in order to allow a better understanding of the current Brazilian PL scene. The French retail market has been selected for that matter because of the maturity of its market concerning PLs and due to the influence it plays on the Brazilian retail development and standards. From data collected in personal interviews with top managers of the main Brazilian and French grocery retailers which represent 82% and 75% of PLs total sales in their markets, an overview of the Brazilian market and a comparison between the two markets has been built. The results show that the Brazilian market is still underdeveloped when compared to the French one due to the Brazilian market History and to the high involvement with brands by Brazilian consumers. Finally, managerial implications and future research directions are discussed.
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Search Terms: Private Label , Grocery Retail , Brazilian Market
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IM: Hofstede, IASB and Project GLOBE:Toward a Culture of Evaluation and Harmonization
Author: Paul G Wilhelm; Kentucky State U.;
Author: Jana Price Wilhelm; Kentucky State U.;
This article examines national accounting standards as disclosure rules that are set endogenously within a society. The relation to Hofstede’s four cultural dimensions are tested. Societies with different cultures were found to have different levels of detail, comprehensiveness, and comparability within their national standards. This article compared Hofstede’s (2001) four culture dimensions with measures of the consistency of local accounting standards and the international accounting standards of the International Accounting Standards (IAS) Board, using the International Forum on Accountancy Development’s (IFAD) GAAP 2000 study. Category Differences A, B, C, and D of IFAD were predicted by Hofstede’s power distance, uncertainty avoidance, masculinity, and individualism dimensions to respectively have more violations of IAS due to the lack of specific rules or inconsistencies. The GLOBE culture of Humane Orientation represents an integrative culture of evaluation or consistently how things can be improved and was found to be significantly negatively related to three of the four IAS violation categories.
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Program Session #: 1414 | Submission: 16487 | Sponsor(s): (OB)
Scheduled: Tuesday, Aug 12 2008 2:30PM - 3:50PM at Hilton Anaheim in Laguna A

Ethics and Organizational Behavior
Ethics

Chair: Carrie A. Belsito; Utah State U.;
Discussant: Aharon Tziner; Netanya U. College;
Search Terms: Ethics , decision making , ethical behavior
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OB: Organizational Ethics and Employees’ Intent to Leave: An Integrative Approach
Author: Orly Shapira-Lishchinsky; Zefat Academic College;
Author: Zehava Rosenblatt; U. of Haifa;
The present study focuses on developing a conceptual framework which explores the relationships between employees’ intent to leave on one hand and a spectrum of organizational ethics on the other. We argue that this relationship is mediated by organizational commitment (affective and normative). Organizational ethics were measured by employees perceptions regarding ethical climate (caring and formal), organizational justice (distributive and procedural), and tendency to misbehave. Participants were 1,016 schoolteachers from 35 schools affiliated to a technology-education network in Israel. Results of a multi-level analysis revealed direct relationships between intent to leave and dimensions of all three ethical constructs. There was a full mediation effect of affective and normative commitment for caring climate and partial effect for procedural justice and tendency to misbehave. The contribution of this study is the integrative approach to an organizational ethics framework predicting intent to leave - an approach rarely taken in previous research. The results may have implications for organizational policies that focus on providing an ethical environment and on containing employee voluntary turnover.
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Search Terms: Intent to leave , Organizational justice , Ethical climate
________________________________________
OB: Contemplation and Conversation: Individual and Social Influences on Ethical Decision Making
Author: Brian Gunia; Northwestern U.;
Author: Jiunwen Wang; Northwestern U.;
Author: Li Huang; Northwestern U.;
Author: Long Wang; Northwestern U.;
Author: Keith Murnighan; Northwestern U.;
This paper investigates the impact of two psychological processes – contemplation and minimal social interaction – on ethical decision making. Experiment 1 assessed the effects of contemplation and unconscious thought; Experiment 2 assessed the effects of another person’s normative beliefs on an ethical decision. In both studies, interdependent outcomes gave participants the opportunity to either lie (and possibly gain an outcome advantage) or tell the truth (but probably lose an outcome advantage) to an anonymous other person. The results indicate that contemplation or receiving a principle-oriented message increased the likelihood of people telling the truth; the positive effects for unconscious thought were suggestive but inconclusive. The discussion focuses on the influence of psychological processes in ethical decision making.
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Search Terms: ethical decision making , ethics , decision making
________________________________________
OB: Ethical Climate and Justice: The Links between Ethical Leadership and Follower Attitudes
Author: Mitchell J. Neubert; Baylor U.;
Author: Dawn S. Carlson; Baylor U.;
Author: K. Michele Kacmar; U. of Alabama;
Author: James Roberts; Baylor U.;
Author: Lawrence Chonko; Baylor U.;
This study examines a moderated mediated model of ethical leadership on follower attitudes. More specifically, ethical leadership is proposed to relate to ethical climate which in turn also positively impacts followers’ job satisfaction and affective commitment to the organization with interactional justice moderating the leader to climate relationship. In a sample of 250 working adults across a variety of organizations, our results indicated that ethical leadership has both a direct and indirect influence on follower attitudes. The results confirm the prominence of ethical leadership in shaping perceptions of ethical climate and engendering positive attitudes about the work environment. Further, the ethical leadership to climate relationship is strengthened in situations of high justice.
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Search Terms: Ethics , Leadership , Justice
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OB: Codes of Conduct for Open-Minded Discussion and Resolution of Ethical Issues in China
Author: Lanjun Wu; Lingnan U.;
Author: Chunyan Peng; Drexel U.;
Author: Robin Stanley Snell; Lingnan U.;
Author: Yi Feng Chen; Lingnan U.;
Developing a consensus on codes of conduct has been thought critical for developing an ethical organization. This study proposes that explicit ethical rules are useful in part because they provide a foundation for employees to discuss possible ethical violations open-mindedly to develop resolutions they consider fair and effective. In critical incident interviews, 101 Chinese mainland employees described a specific occasion where their ethical values were at issue. Case examples and structural equation analyses indicated that ethical rules facilitated the open-minded discussion of opposing views, also called constructive controversy, that in turn promoted a resolution that interviewees believed honored their ethical values, developed interactive justice, strengthened relationships, and promoted confidence in future discussions. Results were interpreted as suggesting that developing a consensus on the value of ethical rules and the methods and skills for open-minded discussions contribute significantly to the effective management of ethical issues in China and perhaps other countries as well. Keywords: ethical rules, constructive controversy, conflict, China.
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Program Session #: 1529 | Submission: 17062 | Sponsor(s): (ODC)
Scheduled: Tuesday, Aug 12 2008 4:10PM - 5:20PM at Anaheim Marriott in Grand Ballroom - Salon E

ODC Distinguished Speaker, Dr. Warren Bennis
ODC Distinguished Speaker

Distinguished Speaker: Warren Bennis; U. of Southern California;
Program Chair: Ann E. Feyerherm; Pepperdine U.;
Dr. Warren Bennis will offer the talk for the distinguished speaker

Program Session #: 1586 | Submission: 16772 | Sponsor(s): (GDO)
Scheduled: Wednesday, Aug 13 2008 8:30AM - 10:20AM at Hilton Anaheim in San Clemente

Perceiving Diversity in Organizations: The Effects of Perceived Discrimination, Inclusiveness and Psychological Contract Violation
Diversity Perceptions

Chair: Beverly J. DeMarr; Ferris State U.;
Discussant: Marcy Crary; Bentley College;
Search Terms: Diversity Climate , Discrimination , Inclusion
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GDO: Attenuating the Effect of Seniority on Intent to Remain: The Role of Perceived Inclusiveness
Author: Derek R. Avery; U. of Houston;
Author: Patrick F. McKay; Rutgers U.;
Author: David C. Wilson; U. of Delaware;
Author: Sabrina DeeAnn Volpone; U. of Houston;
Despite evidence indicating lower organizational attachment among less tenured employees, relative to their more senior counterparts, research has identified few concrete ways for organizations to address this discrepancy. This is particularly problematic because typical employment spells continue to decrease, leaving less time for organizations to foster attachment as a means of retaining valuable human resources. Using three national random samples comprising over 3,500 employees from the United States and United Kingdom, we found consistent evidence that perceived inclusiveness relates positively to intent to remain and moderates the effect of seniority. The effect of seniority on intent to remain was twice to three times greater when perceived inclusiveness was lower than when it was higher in magnitude.
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Search Terms: Inclusiveness , Seniority , Organizational attachment
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GDO: An Assessment of the Effect of Diversity Promise Fulfillment on Minority Professionals’ Outcomes
Author: E. Holly Buttner; U. of North Carolina, Greensboro;
Author: Kevin B. Lowe; U. of North Carolina, Greensboro;
Author: Lenora Billings-Harris; U. of North Carolina, Greensboro;
This paper explores the relationship between perceptions of psychological contract violations related to diversity climate and attitudinal and behavioral intention outcomes. Based on previous research, we hypothesized that for our sample of professionals of color, employees who perceived a breach of the diversity promise aspect of their psychological contract would report lower levels of organizational commitment and higher levels of turnover intentions. We also predicted that procedural and interactional justice would moderate the relationship between diversity promise fulfillment and the two employee outcomes. Finally, we predicted that racial awareness and perception of a breach of diversity promise fulfillment would interactively influence reports of psychological contract violation. Results indicated that perceptions of breach in fulfillment of diversity promises, after controlling for more general organizational promise fulfillment, led to lower reported organizational commitment and higher turnover intentions. Procedural justice and organizational diversity promise fulfillment interacted to influence employees of color’s organizational commitment. More racially aware respondents who perceived lack of diversity promise fulfillment by their organizations reported greater psychological contract violation. Implications are discussed.
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Search Terms: diversity , psychological contract violation , justice
________________________________________
GDO: Ethnic Composition & Perceived Discrimination: Predicting Diversity Climate Perceptions & Outcomes
Author: Taylor Peyton; San Diego State U.;
Author: Mark G. Ehrhart; San Diego State U.;
Author: Corinne Boulanger; San Diego State U.;
Author: Angelina C. Sawitzky; San Diego Gas & Electric;
Author: Paula Rettenmaier; San Diego State U.;
This study explores the role of workplace diversity and perceived discrimination in predicting employee diversity climate perceptions. Workplace diversity was analyzed using individual-level antecedents such as employee minority status, employee-manager ethnic similarity, coworker ethnic similarity, and coworker diversity. A number of direct and interactive effects of these variables on diversity climate perceptions were investigated. The effect of diversity climate perceptions on work outcomes (job satisfaction, turnover intentions and perceived organizational support) was also investigated. Findings supported six of the seven proposed interaction hypotheses, and five of the six direct relationship hypotheses. We conclude that ethnic composition of the workplace and perceived discrimination play an influential role in how individuals perceive their organization’s diversity climate, which is linked to several important individual-level outcomes.
Paper is NOT Available: Please contact the author(s).

BOOKS:

Wood, D. J. (2006). Global business citizenship : a transformative framework for ethics and sustainable capitalism. Armonk, N.Y.: M.E. Sharpe Inc.

Robbins, S. L. (2008). What if? : short stories to spark diversity dialogue (1st ed.). Mountain View, Calif.: Davies-Black Pub.

Puffer, S. M. (2004). International management : insights from fiction and practice. Armonk, N.Y.: M.E. Sharpe.

Brown, J. F. (2007). The global business leader : practical advice for success in a transcultural marketplace. Basingstoke, Hampshire ; New York, N.Y.: Palgrave Macmillan.

Handbook of Cultural Intelligence: Theory, Measurement, and Applications
Edited by: Soon ANG; Linn Van Dyne
Cloth ISBN: 978-0-7656-2262-4

Isaacs, W. (1999). Dialogue and the art of thinking together : a pioneering approach to communicating in business and in life (1st ed.). New York: Currency.

Mor-Barak, M. E. (2005). Managing diversity : toward a globally inclusive workplace. Thousand Oaks, Calif.: Sage Publications.

"Clear Leadership: How Outstanding Leaders Make Themselves Understood, Cut Through the Mush, and Help Everyone Get Real at Work"
• Hardcover: 272 pages
• Publisher: Davies-Black Publishing (May 25, 2001)
• Language: English
• ISBN-10: 0891061525
• ISBN-13: 978-0891061526

The Promise of Diversity: Over 40 Voices Discuss Strategies for Eliminating Discrimination in Organizations
• Hardcover: 370 pages
• Publisher: McGraw-Hill Companies (June 1, 1994)
• Language: English
• ISBN-10: 0786303077
• ISBN-13: 978-0786303076

House, R. J., & Global Leadership and Organizational Behavior Effectiveness Research Program. (2004). Culture, leadership, and organizations : the GLOBE study of 62 societies. Thousand Oaks, Calif.: Sage Publications.

Chhokar, J. S., Brodbeck, F. C., House, R. J., & Global Leadership and Organizational Behavior Effectiveness Research Program. (2007). Culture and leadership, across the world : the GLOBE book of in-depth studies of 25 societies. Mahaw, N.J.: Lawrence Erlbaum Associates.

Articles:

Hofstede, G. (1983). The Cultural Relativity of Organizational Practices and Theories. Journal of International Business Studies, 14(2), 75-89.

Thomas, F. P. (1999). Gordon Willard Allport: A Tribute. Journal of Social Issues, 55(3), 415-428.

Parameswaran, G. (2007). Enhancing Diversity Education. Multicultural Education, 14(3), 51-55.

Lau, D. C., & Murnighan, J. K. (1998). Demographic Diversity and Faultlines: The Compositional Dynamics of Organizational Groups. The Academy of Management Review, 23(2), 325-340.

Kim, Y. Y., & Bhawuk, D. P. S. (2008). Globalization and diversity: Contributions from intercultural research. International Journal of Intercultural Relations, 32(4), 301-304.

Javidan, M., & House, R. J. (2001). Cultural acumen for the global manager: lessons from Project GLOBE. Organizational Dynamics, 29(4), 289-305.

Ghemawat, P. (2007). Redefining global strategy : crossing borders in a world where differences still matter. Boston, Mass.: Harvard Business School Press.

Erez, M., & Gati, E. (2004). A Dynamic, Multi-Level Model of Culture: From the Micro Level of the Individual to the Macro Level of a Global Culture. Applied Psychology: an International Review, 53(4), 583-598.

Ely, R. J., & Thomas, D. A. (2001). Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, 46(2), 229-273.

Brown, J. F. (2007). The global business leader : practical advice for success in a transcultural marketplace. Basingstoke, Hampshire ; New York, N.Y.: Palgrave Macmillan.

Bohm, D. (1998). On dialogue, Thinking v. 14 no. 1 (1998) p. 2-7.

Allport, G. W., & Pettigrew, T. F. (1957). Cultural influence on the perception of movement: The trapezoidal illusion among Zulus. The Journal of Abnormal and Social Psychology, 55(1), 10.

Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases. Administrative Science Quarterly, 35(2), 286-316.

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