Exporting teams: Enhancing the implementation and effectiveness of work teams in global affiliates

Organizational Dynamics

Volumn 30, Issue 1, 2001, Pages 12-29

  Kirkman, Bradley L ^a   Gibson, Cristina B ^b   Shapiro, Debra L ^b  

^a UNIVERSITY OF NORTH CAROLINA AT GREENSBORO   (United States)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0035373613     PISSN: 00902616     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0090-2616(01)00038-9     Document Type: Article

References (27)

1. For a more comprehensive discussion of the theory underlying the use of self-managing work teams in a multinational context, see Bradley Kirkman and Debra Shapiro's article entitled, "The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness," in Academy of Management Review, 1997, July, pp. 730-757. For an empirical test of the propositions found in the above article, see their articles, "The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance," in Academy of Management Journal, 2001, June, pp. 557-569; and "The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams," in Journal of Cross-Cultural Psychology, 2001, September, pp. 597-617
2. For a more comprehensive discussion of the theory underlying the use of self-managing work teams in a multinational context, see Bradley Kirkman and Debra Shapiro's article entitled, "The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness," in Academy of Management Review, 1997, July, pp. 730-757. For an empirical test of the propositions found in the above article, see their articles, "The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance," in Academy of Management Journal, 2001, June, pp. 557-569; and "The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams," in Journal of Cross-Cultural Psychology, 2001, September, pp. 597-617
3. For a more comprehensive discussion of the theory underlying the use of self-managing work teams in a multinational context, see Bradley Kirkman and Debra Shapiro's article entitled, "The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness," in Academy of Management Review, 1997, July, pp. 730-757. For an empirical test of the propositions found in the above article, see their articles, "The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance," in Academy of Management Journal, 2001, June, pp. 557-569; and "The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams," in Journal of Cross-Cultural Psychology, 2001, September, pp. 597-617
4. For a more comprehensive discussion of the theory underlying the use of self-managing work teams in a multinational context, see Bradley Kirkman and Debra Shapiro's article entitled, "The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness," in Academy of Management Review, 1997, July, pp. 730-757. For an empirical test of the propositions found in the above article, see their articles, "The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance," in Academy of Management Journal, 2001, June, pp. 557-569; and "The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams," in Journal of Cross-Cultural Psychology, 2001, September, pp. 597-617
5. For more information on employee resistance to teams in the U.S., see their article (with Robert Jones) entitled, "Why Do Employees Resist Teams? Examining the 'Resistance Barrier' to Work Team Effectiveness," in The International Journal of Conflict Management (2000,11(1), pp. 74-92); and their article entitled, "Employees' Reaction to the Change to Work Teams: The Influence of 'Anticipatory' Injustice," in the Journal of Organizational Change Management, 1999, Winter, pp. 51-66. For a specific examination of U.S. employee reactions to team-based rewards, see their article entitled, "Understanding Why Team Members Won't Share: An Examination of Factors Related to Employee Receptivity to Team-Based Rewards," in Small Group Research, 2000, April, pp. 175-209. To read the seminal study of self managing work teams from the coal mines of Great Britain, see Eric Trist and Ken Bamforth's article entitled, "Some Social and Psychological Consequences of Long-Wall Methods of Coal Getting," in Human Relations, 1951, April, pp. 3-38.
6. For more information on employee resistance to teams in the U.S., see their article (with Robert Jones) entitled, "Why Do Employees Resist Teams? Examining the 'Resistance Barrier' to Work Team Effectiveness," in The International Journal of Conflict Management (2000,11(1), pp. 74-92); and their article entitled, "Employees' Reaction to the Change to Work Teams: The Influence of 'Anticipatory' Injustice," in the Journal of Organizational Change Management, 1999, Winter, pp. 51-66. For a specific examination of U.S. employee reactions to team-based rewards, see their article entitled, "Understanding Why Team Members Won't Share: An Examination of Factors Related to Employee Receptivity to Team-Based Rewards," in Small Group Research, 2000, April, pp. 175-209. To read the seminal study of self managing work teams from the coal mines of Great Britain, see Eric Trist and Ken Bamforth's article entitled, "Some Social and Psychological Consequences of Long-Wall Methods of Coal Getting," in Human Relations, 1951, April, pp. 3-38.
7. For more information on employee resistance to teams in the U.S., see their article (with Robert Jones) entitled, "Why Do Employees Resist Teams? Examining the 'Resistance Barrier' to Work Team Effectiveness," in The International Journal of Conflict Management (2000,11(1), pp. 74-92); and their article entitled, "Employees' Reaction to the Change to Work Teams: The Influence of 'Anticipatory' Injustice," in the Journal of Organizational Change Management, 1999, Winter, pp. 51-66. For a specific examination of U.S. employee reactions to team-based rewards, see their article entitled, "Understanding Why Team Members Won't Share: An Examination of Factors Related to Employee Receptivity to Team-Based Rewards," in Small Group Research, 2000, April, pp. 175-209. To read the seminal study of self managing work teams from the coal mines of Great Britain, see Eric Trist and Ken Bamforth's article entitled, "Some Social and Psychological Consequences of Long-Wall Methods of Coal Getting," in Human Relations, 1951, April, pp. 3-38.
8. For more information on employee resistance to teams in the U.S., see their article (with Robert Jones) entitled, "Why Do Employees Resist Teams? Examining the 'Resistance Barrier' to Work Team Effectiveness," in The International Journal of Conflict Management (2000,11(1), pp. 74-92); and their article entitled, "Employees' Reaction to the Change to Work Teams: The Influence of 'Anticipatory' Injustice," in the Journal of Organizational Change Management, 1999, Winter, pp. 51-66. For a specific examination of U.S. employee reactions to team-based rewards, see their article entitled, "Understanding Why Team Members Won't Share: An Examination of Factors Related to Employee Receptivity to Team-Based Rewards," in Small Group Research, 2000, April, pp. 175-209. To read the seminal study of self managing work teams from the coal mines of Great Britain, see Eric Trist and Ken Bamforth's article entitled, "Some Social and Psychological Consequences of Long-Wall Methods of Coal Getting," in Human Relations, 1951, April, pp. 3-38.
9. For an empirical examination of the role of collective efficacy in the performance of teams in both U.S. and Asian cultures, see Cristina Gibson's article entitled, "They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures" in Academy of Management Journal, 1999, April, pp. 138-152. For a discussion of intercultural communication difficulties in teams, see her book chapter entitled, "Do You Hear What I Hear? A Framework for Reconciling Intercultural Communication Difficulties Arising from Cognitive Styles and Cultural Values," in Miriam Erez and Christopher Earley's book entitled, New Perspectives on International Industrial/Organizational Psychology (Jossey-Bass, 1996, pp. 335-362). For a review of the cultural value individualism-collectivism, see her article (with Christopher Earley) entitled, "Taking Stock in Our Progress: 100 Years of Solidarity and Community" in the Journal of Management, 1998, June, pp. 265-304. For an empirical examination of leadership across cultures, see her article entitled, "An Investigation of Gender Differences in Leadership across Four Countries" in Journal of International Business Studies, 1995, April, pp. 1-25.
10. For an empirical examination of the role of collective efficacy in the performance of teams in both U.S. and Asian cultures, see Cristina Gibson's article entitled, "They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures" in Academy of Management Journal, 1999, April, pp. 138-152. For a discussion of intercultural communication difficulties in teams, see her book chapter entitled, "Do You Hear What I Hear? A Framework for Reconciling Intercultural Communication Difficulties Arising from Cognitive Styles and Cultural Values," in Miriam Erez and Christopher Earley's book entitled, New Perspectives on International Industrial/Organizational Psychology (Jossey-Bass, 1996, pp. 335-362). For a review of the cultural value individualism-collectivism, see her article (with Christopher Earley) entitled, "Taking Stock in Our Progress: 100 Years of Solidarity and Community" in the Journal of Management, 1998, June, pp. 265-304. For an empirical examination of leadership across cultures, see her article entitled, "An Investigation of Gender Differences in Leadership across Four Countries" in Journal of International Business Studies, 1995, April, pp. 1-25.
11. For an empirical examination of the role of collective efficacy in the performance of teams in both U.S. and Asian cultures, see Cristina Gibson's article entitled, "They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures" in Academy of Management Journal, 1999, April, pp. 138-152. For a discussion of intercultural communication difficulties in teams, see her book chapter entitled, "Do You Hear What I Hear? A Framework for Reconciling Intercultural Communication Difficulties Arising from Cognitive Styles and Cultural Values," in Miriam Erez and Christopher Earley's book entitled, New Perspectives on International Industrial/Organizational Psychology (Jossey-Bass, 1996, pp. 335-362). For a review of the cultural value individualism-collectivism, see her article (with Christopher Earley) entitled, "Taking Stock in Our Progress: 100 Years of Solidarity and Community" in the Journal of Management, 1998, June, pp. 265-304. For an empirical examination of leadership across cultures, see her article entitled, "An Investigation of Gender Differences in Leadership across Four Countries" in Journal of International Business Studies, 1995, April, pp. 1-25.
12. For an empirical examination of the role of collective efficacy in the performance of teams in both U.S. and Asian cultures, see Cristina Gibson's article entitled, "They Do What They Believe They Can? Group Efficacy and Group Effectiveness across Tasks and Cultures" in Academy of Management Journal, 1999, April, pp. 138-152. For a discussion of intercultural communication difficulties in teams, see her book chapter entitled, "Do You Hear What I Hear? A Framework for Reconciling Intercultural Communication Difficulties Arising from Cognitive Styles and Cultural Values," in Miriam Erez and Christopher Earley's book entitled, New Perspectives on International Industrial/Organizational Psychology (Jossey-Bass, 1996, pp. 335-362). For a review of the cultural value individualism-collectivism, see her article (with Christopher Earley) entitled, "Taking Stock in Our Progress: 100 Years of Solidarity and Community" in the Journal of Management, 1998, June, pp. 265-304. For an empirical examination of leadership across cultures, see her article entitled, "An Investigation of Gender Differences in Leadership across Four Countries" in Journal of International Business Studies, 1995, April, pp. 1-25.
13. For case studies devoted to the study of using teams in non-U.S. cultures, see Georges Buzaglo and Susan Wheelan's article entitled, "Facilitating Work Team Effectiveness: Case Studies from Central America" in Small Group Research (February, 1999, pp. 108-129); Alen Cheney, Henry Sims, Jr., and Charles Manz's chapter entitled, "Teams and Total Quality Management: An International Application" in Manz and Sims's book, Business Without Bosses (Wiley, 1993, pp. 151-170); and Mahmoud Salem and David Banner's article entitled, "Self-Managing Work Teams: An International Perspective" in Leadership & Organization Development Journal, 1992, 13(7), pp. 3-8.
14. For case studies devoted to the study of using teams in non-U.S. cultures, see Georges Buzaglo and Susan Wheelan's article entitled, "Facilitating Work Team Effectiveness: Case Studies from Central America" in Small Group Research (February, 1999, pp. 108-129); Alen Cheney, Henry Sims, Jr., and Charles Manz's chapter entitled, "Teams and Total Quality Management: An International Application" in Manz and Sims's book, Business Without Bosses (Wiley, 1993, pp. 151-170); and Mahmoud Salem and David Banner's article entitled, "Self-Managing Work Teams: An International Perspective" in Leadership & Organization Development Journal, 1992, 13(7), pp. 3-8.
15. For case studies devoted to the study of using teams in non-U.S. cultures, see Georges Buzaglo and Susan Wheelan's article entitled, "Facilitating Work Team Effectiveness: Case Studies from Central America" in Small Group Research (February, 1999, pp. 108-129); Alen Cheney, Henry Sims, Jr., and Charles Manz's chapter entitled, "Teams and Total Quality Management: An International Application" in Manz and Sims's book, Business Without Bosses (Wiley, 1993, pp. 151-170); and Mahmoud Salem and David Banner's article entitled, "Self-Managing Work Teams: An International Perspective" in Leadership & Organization Development Journal, 1992, 13(7), pp. 3-8.
16. For specific information on implementing self-managing work teams in Mexico, see Chantell Nicholls, Henry Lane, and Mauricio Brechu's article entitled, "Taking Self-Managed Teams to Mexico," in Academy of Management Executive, 1999, August, pp. 15-27. For information on using teams in China, see Putai Jin's article entitled, "Work Motivation and Productivity in Voluntarily Formed Work Teams: A Field Study in China" in Organizational Behavior and Human Decision Processes, 1993, February, pp. 133-155. To find out more about the implementation of various motivation programs in Russia, see Dianne Welsh, Fred Luthans and Steven Summer's article entitled, "Managing Russian Factory Workers: The Impact of U.S.-Based Based Behavioral and Participative Techniques," in Academy of Management Journal, 1993, February, pp. 58-79.
17. For specific information on implementing self-managing work teams in Mexico, see Chantell Nicholls, Henry Lane, and Mauricio Brechu's article entitled, "Taking Self-Managed Teams to Mexico," in Academy of Management Executive, 1999, August, pp. 15-27. For information on using teams in China, see Putai Jin's article entitled, "Work Motivation and Productivity in Voluntarily Formed Work Teams: A Field Study in China" in Organizational Behavior and Human Decision Processes, 1993, February, pp. 133-155. To find out more about the implementation of various motivation programs in Russia, see Dianne Welsh, Fred Luthans and Steven Summer's article entitled, "Managing Russian Factory Workers: The Impact of U.S.-Based Based Behavioral and Participative Techniques," in Academy of Management Journal, 1993, February, pp. 58-79.
18. For specific information on implementing self-managing work teams in Mexico, see Chantell Nicholls, Henry Lane, and Mauricio Brechu's article entitled, "Taking Self-Managed Teams to Mexico," in Academy of Management Executive, 1999, August, pp. 15-27. For information on using teams in China, see Putai Jin's article entitled, "Work Motivation and Productivity in Voluntarily Formed Work Teams: A Field Study in China" in Organizational Behavior and Human Decision Processes, 1993, February, pp. 133-155. To find out more about the implementation of various motivation programs in Russia, see Dianne Welsh, Fred Luthans and Steven Summer's article entitled, "Managing Russian Factory Workers: The Impact of U.S.-Based Based Behavioral and Participative Techniques," in Academy of Management Journal, 1993, February, pp. 58-79.
19. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
20. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
21. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
22. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher arley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
23. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
24. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
25. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
26. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).
27. nd Edition (Allyn & Bacon, 1999), and Miriam Erez and P. Christopher Earley's books entitled, Culture, Self-identity and Work (Oxford, 1993) and The Transplanted Executive (Oxford, 1997).