@article{li_zheng_ni_kirkman_zhang_xu_liu_2024, title={Leadership in a Crisis: A Social Network Perspective on Leader Brokerage Strategy, Intra-Organizational Communication Patterns, and Business Recovery}, volume={3}, ISSN={["1557-1211"]}, DOI={10.1177/01492063241237227}, abstractNote={ Catastrophic events can significantly disrupt businesses and, as a result, understanding how organizations adapt to a crisis is critical. Undeniably, leaders often play a crucial role in times of great uncertainty. Yet, it is unclear exactly how leaders can effectively guide organizations through a crisis. Extending theories of network brokerage and organizational adaptation research, we posit that compared to leaders creating structural holes in intra-organizational communication networks, those leaders bridging structural holes can build more effective communication networks with greater cohesion and higher efficiency. In turn, greater cohesion and higher efficiency subsequently drive organizational adaptation and business recovery in a multi-unit enterprise during the early outbreak of COVID-19. Our hypotheses are supported using multi-wave network surveys in 111 chain restaurants with over 3,000 employees. We demonstrate that, during a crisis, leaders can serve as a key architect to shape communication patterns to facilitate organizational adaptation to crises and drive business recovery with faster customer growth and continually decreasing personnel costs. }, journal={JOURNAL OF MANAGEMENT}, author={Li, Ning and Zheng, Xiaoming and Ni, Dan and Kirkman, Bradley L. and Zhang, Mengyi and Xu, Mingze and Liu, Chenlin}, year={2024}, month={Mar} }
 @article{dennerlein_kirkman_2023, title={The Forgotten Side of Empowering Others: How Lower Social Structural Empowerment Attenuates the Effects of Empowering Leadership on Employee Psychological Empowerment and Performance}, volume={6}, ISSN={["1939-1854"]}, url={https://doi.org/10.1037/apl0001100}, DOI={10.1037/apl0001100}, abstractNote={Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far "forgotten side" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).}, journal={JOURNAL OF APPLIED PSYCHOLOGY}, author={Dennerlein, Tobias and Kirkman, Bradley L.}, year={2023}, month={Jun} }
 @misc{kirkman_stoverink_2023, title={Unbreakable}, ISBN={9781503634299}, url={http://dx.doi.org/10.1515/9781503634299}, DOI={10.1515/9781503634299}, abstractNote={An essential guide for managers and leaders on building resilient teams in turbulent times. As a result of global economic changes, new technologies, and increased competition, business environments are becoming increasingly turbulent and unpredictable, requiring new forms of resilient work teams. Due in part to the increasing complexity of business environments, more and more organizations worldwide are using teams of employees to respond to adversity. Whether it be new product development teams; business crisis response teams in companies; front line response teams such as fire, emergency medical technicians, or emergency room teams; research and development teams; or pharmaceutical development teams, employees can no longer rely on their own knowledge, skills, and abilities to get their work done. Rather, employees have to work collaboratively with one another and combine their expertise to achieve the synergy and breakthrough thinking that is necessary to be successful at completing complex tasks in today's dynamic environments. Today more than ever before, work teams must demonstrate resilience. In the face of volatile, complex, and ambiguous business environments, all teams inevitably suffer setbacks. Bradley L. Kirkman and Adam C. Stoverink provide in their new book the hands-on practical tips for building and leading resilient teams equipped to bounce back from those challenges. They highlight four team resources that are essential to any resilient team, including: team confidence, teamwork roadmaps, capacity to improvise, and psychological safety. These four resources are brought to life through compelling stories of teams that performed well in the face of adversity—and a few that didn't. They also provide leaders with step-by-step guidance for how to grow these resources in their own teams, whether they're in-person, remote, or hybrid. This book delivers all the tools necessary to build and lead resilient teams that are virtually unbreakable.}, publisher={Stanford University Press}, author={Kirkman, Bradley L. and Stoverink, Adam}, year={2023}, month={Feb} }
 @article{mistry_kirkman_hitt_barrick_2022, title={Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance}, volume={6}, ISSN={["1467-6486"]}, DOI={10.1111/joms.12838}, abstractNote={Abstract}, journal={JOURNAL OF MANAGEMENT STUDIES}, author={Mistry, Sal and Kirkman, Bradley L. and Hitt, Michael A. and Barrick, Murray R.}, year={2022}, month={Jun} }
 @article{dennerlein_kirkman_2022, title={The Hidden Dark Side of Empowering Leadership: The Moderating Role of Hindrance Stressors in Explaining When Empowering Employees Can Promote Moral Disengagement and Unethical Pro-Organizational Behavior}, volume={3}, ISSN={["1939-1854"]}, DOI={10.1037/ap10001013}, journal={JOURNAL OF APPLIED PSYCHOLOGY}, author={Dennerlein, Tobias and Kirkman, Bradley L.}, year={2022}, month={Mar} }
 @article{mistry_kirkman_moore_hanna_rapp_2022, title={Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees' identity strain, cognitive depletion, and turnover}, volume={4}, ISSN={["1744-6570"]}, url={https://doi.org/10.1111/peps.12515}, DOI={10.1111/peps.12515}, abstractNote={Abstract}, journal={PERSONNEL PSYCHOLOGY}, publisher={Wiley}, author={Mistry, Sal and Kirkman, Bradley L. and Moore, Ozias A. and Hanna, Andrew A. and Rapp, Tammy L.}, year={2022}, month={May} }
 @article{kirkman_stoverink_2021, title={Building Resilient Virtual Teams}, volume={50}, ISSN={["1873-3530"]}, url={https://doi.org/10.1016/j.orgdyn.2020.100825}, DOI={10.1016/j.orgdyn.2020.100825}, number={1}, journal={ORGANIZATIONAL DYNAMICS}, publisher={Elsevier BV}, author={Kirkman, Bradley L. and Stoverink, Adam C.}, year={2021} }
 @article{evans_littrell_lamb_kirkman_2021, title={Examining leadership preferences of working adults in Ghana, Kenya, and Zambia}, volume={7}, ISSN={["2332-2381"]}, DOI={10.1080/23322373.2021.1927447}, abstractNote={ABSTRACT Do traditional, gender-based expectations and widely disseminated notions of African culture apply to preferred leadership behaviors in African nations? This study examines leadership preferences of working adults in Ghana, Kenya, and Zambia using the Leader behavior Description Questionnaire-XII (LBDQXII), a theoretical model of explicit leader behavior. Contrary to the premises of Social Role Theory, males and females did not differ significantly in their preferences for the 12 leadership behaviors represented in the LBDQXII. The behaviors of Initiating Structure and Integration were most preferred, and the behaviors of Tolerance of Uncertainty and Tolerance of Freedom were the least preferred. Based on socio-cultural experiences at the nation-level, findings revealed that working adults in Ghana and Zambia have comparable leadership behavior preferences, with similarities found for seven of 12 leadership behaviors. Working adults in Kenya, however, with dissimilar socio-cultural experiences compared to Ghana and Zambia, reported different preferences for 10 of the 12 leadership behaviors. Overall, our findings revealed that popular generalizations that view African nations with singular assumptions are not warranted.}, journal={AFRICA JOURNAL OF MANAGEMENT}, author={Evans, W. Randy and Littrell, Romie Frederick and Lamb, Nai H. and Kirkman, Bradley}, year={2021}, month={Jul} }
 @article{raetze_duchek_maynard_kirkman_2021, title={Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction}, volume={46}, ISSN={["1552-3993"]}, DOI={10.1177/10596011211032129}, abstractNote={ The interest of organization and management researchers in the resilience concept has steadily grown in recent years. Although there is consensus about the importance of resilience in organizational contexts, many important research questions remain. For example, it is still largely unclear how resilience functions at different levels of analysis in organizations and how these various levels interact. In this special issue, we seek to advance knowledge about the complex resilience construct. For laying a foundation, in this editorial introduction we offer an integrative literature review of previous resilience research at three different levels of analysis (i.e., individual, team, and organization). Furthermore, we demonstrate what is already known about resilience as a multilevel construct and interactions among different resilience levels. Based on the results of our literature review, we identify salient research gaps and highlight some of the more promising areas for future research on resilience. Finally, we present an overview of the articles in this special issue and highlight their contributions in light of the gaps identified herein. }, number={4}, journal={GROUP & ORGANIZATION MANAGEMENT}, author={Raetze, Sebastian and Duchek, Stephanie and Maynard, M. Travis and Kirkman, Bradley L.}, year={2021}, month={Aug}, pages={607–656} }
 @article{hanna_smith_kirkman_griffin_2021, title={The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research}, volume={47}, ISSN={["1557-1211"]}, DOI={10.1177/0149206320965683}, abstractNote={ There has been increasing attention to examining informal (i.e., horizontal), rather than formal (i.e., vertical), approaches to leadership over the last several decades, enhancing our understanding of the dynamics of emergent leadership. Although such research has led to a growing comprehension of the process of, and factors involved in, leader emergence, the literature still lacks theoretical coherence. Without a clear way to connect and synthesize extant research, the time is right for a much-needed comprehensive review. To address this issue, we examine emergent leadership research to date with the aim of developing a concise overview and comprehensive framework of the literature. In doing so, we (1) review past conceptualizations, establish a clear, common definition, and compare emergent leadership to other related constructs; (2) review previous operationalizations and provide recommendations for future measurement; (3) develop a comprehensive organizing framework of existing research; and (4) use our organizing framework, as well as three existing theories related to emergent leadership, to generate a series of detailed suggestions for future research for the next decade and beyond. }, number={1}, journal={JOURNAL OF MANAGEMENT}, author={Hanna, Andrew A. and Smith, Troy A. and Kirkman, Bradley L. and Griffin, Ricky W.}, year={2021}, month={Jan}, pages={76–104} }
 @article{pollack_carr_corbett_hoyt_kellermanns_kirkman_post_2020, title={Contextual and Interactional Approaches to Advancing Leadership and Entrepreneurship Research}, volume={57}, ISSN={0022-2380 1467-6486}, url={http://dx.doi.org/10.1111/joms.12605}, DOI={10.1111/joms.12605}, abstractNote={Abstract}, number={5}, journal={Journal of Management Studies}, publisher={Wiley}, author={Pollack, Jeffrey M. and Carr, Jon C. and Corbett, Andrew C. and Hoyt, Crystal L. and Kellermanns, Franz W. and Kirkman, Bradley L. and Post, Corinne}, year={2020}, month={Jun}, pages={915–930} }
 @article{pollack_ho_o'boyle_kirkman_2020, title={Passion at work: A meta‐analysis of individual work outcomes}, volume={41}, ISSN={0894-3796 1099-1379}, url={http://dx.doi.org/10.1002/job.2434}, DOI={10.1002/job.2434}, abstractNote={Summary}, number={4}, journal={Journal of Organizational Behavior}, publisher={Wiley}, author={Pollack, Jeffrey M. and Ho, Violet T. and O'Boyle, Ernest H. and Kirkman, Bradley L.}, year={2020}, month={Feb}, pages={311–331} }
 @article{harris_cardador_cole_mistry_kirkman_2019, title={Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity}, volume={40}, ISSN={["1099-1379"]}, DOI={10.1002/job.2342}, abstractNote={Summary}, number={4}, journal={JOURNAL OF ORGANIZATIONAL BEHAVIOR}, author={Harris, T. Brad and Cardador, M. Teresa and Cole, Michael S. and Mistry, Sal and Kirkman, Bradley L.}, year={2019}, month={May}, pages={456–471} }
 @inproceedings{dennerlein_kirkman_2019, title={Interactive effects of team empowering leadership and individual goal striving on performance}, author={Dennerlein, T. and Kirkman, B.L.}, year={2019} }
 @article{chen_smith_kirkman_zhang_lemoine_farh_2019, title={Multiple Team Membership and Empowerment Spillover Effects: Can Empowerment Processes Cross Team Boundaries?}, volume={104}, ISSN={["1939-1854"]}, url={https://doi.org/10.1037/apl0000336}, DOI={10.1037/apl0000336}, abstractNote={In today’s organizations, employees are often assigned as members of multiple teams simultaneously (i.e., multiple team membership), and yet we know little about important leadership and employee phenomena in such settings. Using a scenario-based experiment and 2 field studies of leaders and their employees in the People’s Republic of China and the United States, we examined how empowering leadership exhibited by 2 different team leaders toward a single employee working on 2 different teams can spillover to affect that employee’s psychological empowerment and subsequent proactivity across teams. Consistent across all 3 studies, we found that each of the team leaders’ empowering leadership uniquely and positively influenced an employee’s psychological empowerment and subsequent proactive behaviors. In the field studies, we further found that empowering leadership exhibited by one team leader influenced the psychological empowerment and proactive behaviors of their team member not only in that leader’s team but also in the other team outside of that leader’s stewardship. Finally, across studies, we found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader. We discuss our contributions to the motivation, teams, and leadership literatures and provide practical guidance for leaders charged with managing employees that have multiple team memberships.}, number={3}, journal={JOURNAL OF APPLIED PSYCHOLOGY}, publisher={American Psychological Association (APA)}, author={Chen, Gilad and Smith, Troy A. and Kirkman, Bradley L. and Zhang, Pengcheng and Lemoine, G. James and Farh, Jiing-Lih}, year={2019}, month={Mar}, pages={321–340} }
 @article{xie_li_jiang_kirkman_2019, title={The Paradox of Leader-Member Exchange (LMX) Differentiation How Treating Followers Differently Can Both Enhance and Impede Employee Performance}, volume={18}, ISSN={["2190-5150"]}, DOI={10.1027/1866-5888/a000231}, abstractNote={ Abstract. Drawing from the equity-equality paradigm and social interdependence theory, we examine cross-level effects of leader-member exchange (LMX) differentiation on both task performance and creativity using 461 team members and 98 team leaders in China. We demonstrate the paradoxical (i.e., positive and negative) effects of LMX differentiation in teams. Specifically, while LMX differentiation was positively, directly associated with task performance and creativity in more interdependent teams, it also had negative, indirect influences, through interactional justice climate, on these outcomes. Overall, in more interdependent teams, LMX differentiation had positive effects on employee performance-based outcomes, but in less interdependent teams, the effects were more negative. Our findings also provide practical implications for team governance. }, number={4}, journal={JOURNAL OF PERSONNEL PSYCHOLOGY}, author={Xie, Zhitao and Li, Ning and Jiang, Wan and Kirkman, Bradley L.}, year={2019}, month={Oct}, pages={165–176} }
 @article{stoverink_kirkman_mistry_rosen_2018, title={Bouncing back together: Toward a new theoretical model of work team resilience.}, volume={12}, ISSN={0363-7425 1930-3807}, url={http://dx.doi.org/10.5465/amr.2017.0005}, DOI={10.5465/amr.2017.0005}, abstractNote={In today’s turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing...}, journal={Academy of Management Review}, publisher={Academy of Management}, author={Stoverink, Adam C and Kirkman, Bradley L and Mistry, Sal and Rosen, Benson}, year={2018}, month={Dec} }
 @inproceedings{stoverink_mistry_kirkman_rosen_2018, title={Bouncing back together: Toward a theoretical model of work team resilience}, author={Stoverink, A. and Mistry, S. and Kirkman, B.L. and Rosen, B.}, year={2018} }
 @article{mistry_barrick_kirkman_hitt_2018, title={TMT Strategy Implementation Tasks and Firm Performance: Teamwork Processes and Interdependence}, volume={2018}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2018.11418abstract}, DOI={10.5465/ambpp.2018.11418abstract}, abstractNote={Despite beliefs that strategy implementation begins at the top of a firm, organizational research has not sufficiently focused on understanding top management teams’ (TMTs) actual role in strategy ...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Mistry, Sal and Barrick, Murray R. and Kirkman, Bradley L. and Hitt, Michael A.}, year={2018}, month={Aug}, pages={11418} }
 @inproceedings{mistry_kirkman_hanna_moore_2018, place={Chicago}, title={The downside of membership on multiple teams: Linking primary team identification and number of team memberships to multi-team identity strain and turnover}, author={Mistry, S. and Kirkman, B.L. and Hanna, A.A. and Moore, O.A.}, year={2018} }
 @inproceedings{dennerlein_kirkman_2018, title={Understanding the double-edged sword effects of empowering leadership on employee performance}, author={Dennerlein, T. and Kirkman, B.L.}, year={2018} }
 @inproceedings{smith_courtright_kirkman_schleicher_2018, title={When leadership is not engaging: Differentiated empowering leadership and team performance}, author={Smith, T.A. and Courtright, S.H. and Kirkman, B.L. and Schleicher, D.J.}, year={2018}, month={Aug} }
 @book{kirkman_harris_2017, place={Stanford, CA}, title={3D Team Leadership: A New Approach for Complex Teams}, publisher={Stanford University Press}, author={Kirkman, B.L. and Harris, T.B.}, year={2017} }
 @inproceedings{smith_zhang_courtright_kirkman_2017, title={A follower-centric perspective on empowering leadership: The role of employee voice}, author={Smith, T.A. and Zhang, P. and Courtright, S.H. and Kirkman, B.L.}, year={2017} }
 @article{kirkman_lowe_gibson_2017, title={A retrospective on Culture's Consequences: The 35-year journey}, volume={48}, ISSN={["1478-6990"]}, DOI={10.1057/s41267-016-0037-9}, abstractNote={Our 2006 Journal of International Business Studies article, “A Quarter Century of Culture’s Consequences: A Review of the Empirical Research Incorporating Hofstede’s Cultural Values Framework,” provided a comprehensive review of 180 empirical journal articles and edited volume chapters published between 1980 and June 2002 that incorporated Hofstede’s cross-cultural values framework. We examined empirical research that positioned culture as either a main or moderating effect. The review attempted to make sense of the almost quarter century of research examining the impact of culture at the individual, group/organization, and country levels. In the present commentary, we provide: (a) a summary of the progress that has been made in the intervening decade, and most importantly, (b) a new set of recommendations for the next decade to guide those wishing to study the role of national culture in organizations.}, number={1}, journal={JOURNAL OF INTERNATIONAL BUSINESS STUDIES}, author={Kirkman, Bradley L. and Lowe, Kevin B. and Gibson, Cristina B.}, year={2017}, month={Jan}, pages={12–29} }
 @article{li_chiaburu_kirkman_2017, title={Cross-Level Influences of Empowering Leadership on Citizenship Behavior: Organizational Support Climate as a Double-Edged Sword}, volume={43}, ISSN={["1557-1211"]}, DOI={10.1177/0149206314546193}, abstractNote={Using a cross-level design and relying on a contingency approach to understanding empowering leadership, we investigate the mediating role of individual-level psychological empowerment in the cross-level relationship between team-directed empowering leadership and two complementary forms of individual-level citizenship: affiliative organizational citizenship behavior and taking charge. We also investigate the moderating role of organizational support climate in the relationship between empowering leader behavior and these two forms of citizenship. Using data collected from 98 work teams in one large organization in China, in addition to support for the mediating role of psychological empowerment, we found a “double-edged” moderating effect for organizational support climate. For affiliative organizational citizenship behavior, and consistent with reciprocation perspectives posited by social exchange theory, results showed that the highest levels occurred when both empowering leadership behavior and organizational support climate were high. In contrast, for taking charge, and consistent with control theory, results showed that the highest levels occurred when empowering leadership behavior was high but when organizational support climate was low. Our findings highlight the counterintuitive notion that organizational support climate may not always have uniformly positive effects and also reinforce the importance of including both individual and work context factors when attempting to understand cross-level empowering leadership effects.}, number={4}, journal={JOURNAL OF MANAGEMENT}, author={Li, Ning and Chiaburu, Dan S. and Kirkman, Bradley L.}, year={2017}, month={Apr}, pages={1076–1102} }
 @inbook{stackhouse_kirkman_steel_taras_2017, title={National Culture and Leadership Research between 2003 and 2014: A Review, Synthesis and Directions for the Next Decade of Cross-Cultural Leadership Research}, ISBN={9781446207239 9781473914964}, url={http://dx.doi.org/10.4135/9781473914964.n11}, DOI={10.4135/9781473914964.n11}, booktitle={The SAGE Handbook of Industrial, Work and Organizational Psychology}, publisher={SAGE Publications Ltd}, author={Stackhouse, Madelynn and Kirkman, Bradley and Steel, Piers and Taras, Vasyl}, year={2017}, month={Nov}, pages={206–236} }
 @inbook{harris_kirkman_2017, place={New York}, title={Teams and proactivity}, booktitle={Proactivity and Work: Making Things Happen in Organizations}, publisher={Routledge}, author={Harris, T.B. and Kirkman, B.L.}, editor={Bindl, U.K. and Parker, S.K.Editors}, year={2017}, pages={530–558} }
 @article{gardner_harris_li_kirkman_mathieu_2017, title={Understanding “It Depends” in Organizational Research}, volume={20}, ISSN={1094-4281 1552-7425}, url={http://dx.doi.org/10.1177/1094428117708856}, DOI={10.1177/1094428117708856}, abstractNote={ The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and reversing effects. In addition, we explore subcategories within these interaction types. Our review of articles published in leading management and applied psychology journals from 2009 to 2013 supports the generalizability of this framework. We offer specific recommendations for using this taxonomy to deliver more precise development, testing, and interpretation of interaction hypotheses. }, number={4}, journal={Organizational Research Methods}, publisher={SAGE Publications}, author={Gardner, Richard G. and Harris, T. Brad and Li, Ning and Kirkman, Bradley L. and Mathieu, John E.}, year={2017}, month={May}, pages={610–638} }
 @article{huang_gibson_kirkman_shapiro_2017, title={When is traditionalism an asset and when is it a liability for team innovation? A two-study empirical examination}, volume={48}, ISSN={["1478-6990"]}, DOI={10.1057/s41267-017-0075-y}, abstractNote={Team innovation requires idea generating and idea implementing. In two studies, we examine how these team activities are affected by the extent to which members value traditionalism – that is, placing importance on preserving old ways of doing things over breaking precedent and forging new approaches. We proposed that higher average levels of team traditionalism would be negatively associated with idea generating but positively associated with idea implementing. Conversely, we proposed the opposite effects for diversity on team traditionalism. Further, we argued that these effects would be mediated by team process conflict because diversity on team traditionalism might make it more likely that members will debate what to retain versus newly adopt, and team agreement is more likely to occur when team members’ values are shared, rather than discrepant, with one another. Supporting our assertions, we found that whether traditionalism is an asset or liability for team innovation depends on whether (1) the average level (versus diversity) of team traditionalism is examined; and (2) idea generating versus idea implementing is of primary importance. Specifically, idea generating benefits from higher diversity on team traditionalism, whereas idea implementing benefits from higher average levels of team traditionalism. We discuss theoretical and practical implications.}, number={6}, journal={JOURNAL OF INTERNATIONAL BUSINESS STUDIES}, author={Huang, Laura and Gibson, Cristina B. and Kirkman, Bradley L. and Shapiro, Debra L.}, year={2017}, month={Aug}, pages={693–715} }
 @inproceedings{evans_littrell_lamb_kirkman_2016, title={An exploratory study of leadership preferences in the countries of Ghana, Kenya and Zambia}, author={Evans, R. and Littrell, R.F. and Lamb, N. and Kirkman, B.L.}, year={2016} }
 @article{kirkman_shapiro_lu_mcgurrin_2016, title={Culture and teams}, volume={8}, ISSN={["2352-250X"]}, DOI={10.1016/j.copsyc.2015.12.001}, abstractNote={We first review research on culture effects in teams, illustrating that mean levels of team cultural values have main (i.e. direct) effects, indirect effects (i.e. mediated by intervening variables), and moderating influences on team processes and outcomes. Variance in team cultural values or on country of origin (i.e. nationality diversity) also has main effects on team functioning, and we highlight contextual variables that strengthen or weaken these main effects. We next review research examining the effect of variance in team cultural values on global virtual teams, specifically. Finally, we review research on how cultural values shape employees' receptivity to empowering leadership behavior in teams. We conclude by discussing critical areas for future research.}, journal={CURRENT OPINION IN PSYCHOLOGY}, author={Kirkman, Bradley L. and Shapiro, Debra L. and Lu, Shuye and McGurrin, Daniel P.}, year={2016}, month={Apr}, pages={137–142} }
 @article{taras_steel_kirkman_2016, title={Does Country Equate with Culture? Beyond Geography in the Search for Cultural Boundaries}, volume={56}, ISSN={["1861-8901"]}, DOI={10.1007/s11575-016-0283-x}, abstractNote={Traditionally, cultures have been treated as though they reside exclusively within, or perfectly overlap with countries. Indeed, the terms “country” and “culture” are often used interchangeably. As evidence mounts for substantial within-country cultural variation, and often between-country similarities, the problem with equating country and culture becomes more apparent. To help resolve the country-culture conundrum, we evaluate the extent to which political boundaries are suitable for clustering cultures based on a meta-analysis of 558 studies that used Hofstede’s (Culture’s consequences: international differences in work-related values. Sage Publications, Beverly Hills, 1980) cultural values framework. The results reveal that approximately 80 % of variation in cultural values resides within countries, confirming that country is often a poor proxy for culture. We also evaluate the relative suitability of other demographic and environmental characteristics, such as occupation, socio-economic status, wealth, freedom, globalization, and instability. Our results suggest that it may be more appropriate to talk about cultures of professions, socio-economic classes, and free versus oppressed societies, than about cultures of countries.}, number={4}, journal={MANAGEMENT INTERNATIONAL REVIEW}, author={Taras, Vas and Steel, Piers and Kirkman, Bradley L.}, year={2016}, month={Aug}, pages={455–487} }
 @inproceedings{smith_chen_kirkman_zhang_farh_2016, title={Empowerment spillover: When empowering leaders in one team generate proactivity in another team}, author={Smith, T.A. and Chen, G. and Kirkman, B.L. and Zhang, P. and Farh, J.L.}, year={2016} }
 @inproceedings{lu_kirkman_tsui_wang_2016, title={How and when does goal orientation lead to team creativity? Examining the moderating effects of materialism and social assertiveness in China and Germany}, author={Lu, L. and Kirkman, B.L. and Tsui, A.S. and Wang, J.}, year={2016} }
 @inproceedings{lu_tsui_wang_kirkman_2016, title={How do teams “bounce back” from low performance to being creative? Examining the roles of psychological safety and organizational virtuousness}, author={Lu, L. and Tsui, A.S. and Wang, J. and Kirkman, B.L.}, year={2016} }
 @article{banks_pollack_bochantin_kirkman_whelpley_ernest h. o'boyle_2016, title={MANAGEMENT'S SCIENCE-PRACTICE GAP: A GRAND CHALLENGE FOR ALL STAKEHOLDERS}, volume={59}, ISSN={["1948-0989"]}, DOI={10.5465/amj.2015.0728}, abstractNote={Despite multiple high-profile calls—across decades and from multiple stakeholders—to address the widening gap between science and practice, the relevance of research conducted in the management dom...}, number={6}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Banks, George C. and Pollack, Jeffrey M. and Bochantin, Jaime E. and Kirkman, Bradley L. and Whelpley, Christopher E. and Ernest H. O'Boyle}, year={2016}, month={Dec}, pages={2205–2231} }
 @article{li_zheng_harris_liu_kirkman_2016, title={Recognizing "Me" Benefits "We": Investigating the Positive Spillover Effects of Formal Individual Recognition in Teams}, volume={101}, ISSN={["1939-1854"]}, url={https://doi.org/10.1037/apl0000101}, DOI={10.1037/apl0000101}, abstractNote={Many organizations use formal recognition programs (e.g., "employee of the month") as a way to publically acknowledge an individual employee's outstanding performance and motivate continued high performance. However, it remains unclear whether emphasizing individual achievement in a team context is beneficial or detrimental for recipients' teammates and, by extension, the team as a whole. Drawing on a social influence perspective, we examine potential spillover effects of individual formal recognition programs in teams. We hypothesize that a single team member's recognition will produce positive spillover effects on other team members' performance, as well as overall team performance, via social influence processes, especially when the award recipient is located in a central position in a team. Findings from 2 lab experiments of 24 teams and 40 teams (Study 1 and Study 2, respectively) and a field experiment of 52 manufacturing teams (Study 3) reveal that formally recognizing a team member leads to positive changes in her/his teammates' individual and collective performance. Thus, formal social recognition programs can potentially provide a motivational effect beyond individual recipients. (PsycINFO Database Record}, number={7}, journal={JOURNAL OF APPLIED PSYCHOLOGY}, publisher={American Psychological Association (APA)}, author={Li, Ning and Zheng, Xiaoming and Harris, T. Brad and Liu, Xin and Kirkman, Bradley L.}, year={2016}, month={Jul}, pages={925–939} }
 @article{sui_wang_kirkman_li_2016, title={UNDERSTANDING THE CURVILINEAR RELATIONSHIPS BETWEEN LMX DIFFERENTIATION AND TEAM COORDINATION AND PERFORMANCE}, volume={69}, ISSN={["1744-6570"]}, DOI={10.1111/peps.12115}, abstractNote={The leader–member exchange (LMX) literature argues that leaders develop different quality dyadic relationships with members in the same team (i.e., LMX differentiation). Research has generally not found support for a linear (i.e., main effect) relationship between LMX differentiation and team performance; rather, moderators typically determine whether the relationship is significantly positive or negative. Examining linear effect moderators alone, however, does not account for (a) potential curvilinear (i.e., inverted U‐shaped) effects, (b) explanatory mechanisms of how LMX differentiation influences team performance, or (c) moderators of curvilinear effects. Integrating social identity theory with LMX differentiation research, we propose inverted U‐shaped relationships between LMX differentiation and both team coordination (as a mediator) and team performance (as an outcome), and we examine both team size and team power distance orientation as moderators. Using data from 928 employees in 145 teams in 3 organizations, we found an inverted U‐shaped relationship between LMX differentiation and team coordination, which, in turn, partially mediated LMX differentiation's inverted U‐shaped relationship with team performance. Larger teams, or those with higher team power distance orientation, benefit more from LMX differentiation. By integrating social identity theory with LMX differentiation research, we enhance the understanding of the processes by, and conditions under, which LMX differentiation affects team performance both positively and negatively.}, number={3}, journal={PERSONNEL PSYCHOLOGY}, author={Sui, Yang and Wang, Hui and Kirkman, Bradley L. and Li, Ning}, year={2016}, pages={559–597} }
 @inproceedings{sharma_han_kirkman_lepak_2016, title={When are leaders most likely to undermine their self-leading employees?}, author={Sharma, P. and Han, J.H. and Kirkman, B.L. and Lepak, D.P.}, year={2016} }
 @article{caprar_devinney_kirkman_caligiuri_2015, title={Conceptualizing and measuring culture in international business and management: From challenges to potential solutions}, volume={46}, ISSN={["1478-6990"]}, DOI={10.1057/jibs.2015.33}, abstractNote={Understanding the influence of culture on business operations has been one of the most enduring components of international business (IB) and international management (IM) theorizing and empirical investigation. While several critiques and debates questioned the significant progress made in this domain, the special issue we introduce here is meant to demonstrate that further advancement on how we conceptualize and measure culture is not only needed, but also possible. We provide an overview of past and current approaches in the measurement of culture in IB/IM and the challenges associated with these approaches, and emphasize the important, yet insufficiently acknowledged, link between the theoretical conceptualization of culture and its measurement. We then introduce the four articles included in the special issue and highlight how they break away from the “addiction” to approaches that have been very useful in getting where we are today, but that might not always be useful in advancing knowledge beyond what we already know. Last but not the least, we offer our own perspective on promising directions in conceptually and methodologically rethinking the study of culture in IB and IM.}, number={9}, journal={JOURNAL OF INTERNATIONAL BUSINESS STUDIES}, author={Caprar, Dan V. and Devinney, Timothy M. and Kirkman, Bradley L. and Caligiuri, Paula}, year={2015}, month={Dec}, pages={1011–1027} }
 @inproceedings{thurgood_harris_kirkman_2015, title={Contextual factors influencing the cascading effect of empowering leadership}, author={Thurgood, G.R. and Harris, T.B. and Kirkman, B.L.}, year={2015} }
 @misc{sharma_kirkman_2015, title={Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research}, volume={40}, ISSN={["1552-3993"]}, DOI={10.1177/1059601115574906}, abstractNote={We review and synthesize the empowering leadership literature and, as a result, suggest two new provocative lines of inquiry directing future research. Based on a set of testable propositions, we first encourage researchers to answer the question of why empowering leadership occurs. Second, we encourage researchers to explore less positive and unintended, negative outcomes of empowering leadership. To identify opportunities for future work along these two lines, we use four theoretical perspectives including (1) person–situation interactions, (2) followership theory, (3) contingency approaches to leadership, and, (4) the too-much-of-a-good-thing effect. As a result, we set an agenda for the next decade of research on empowering leadership.}, number={2}, journal={GROUP & ORGANIZATION MANAGEMENT}, author={Sharma, Payal Nangia and Kirkman, Bradley L.}, year={2015}, month={Apr}, pages={193–237} }
 @article{li_chen_chua_kirkman_rynes-weller_gomez-mejia_2015, title={Research on Chinese Family Businesses: Perspectives}, volume={11}, ISSN={["1740-8784"]}, DOI={10.1017/mor.2015.60}, abstractNote={ABSTRACT}, number={4}, journal={MANAGEMENT AND ORGANIZATION REVIEW}, author={Li, Xin Chun and Chen, Ling and Chua, Jess H. and Kirkman, Bradley L. and Rynes-Weller, Sara and Gomez-Mejia, Luis}, year={2015}, month={Dec}, pages={579–597} }
 @article{cordery_cripps_gibson_soo_kirkman_mathieu_2015, title={The Operational Impact of Organizational Communities of Practice: A Bayesian Approach to Analyzing Organizational Change}, volume={41}, ISSN={["1557-1211"]}, DOI={10.1177/0149206314545087}, abstractNote={ Organizations are increasingly making use of communities of practice (CoPs) as a way of leveraging the dispersed knowledge and expertise of their employees. One important way in which CoPs are predicted to benefit organizations is by facilitating the transfer of best practices. In this study, we examined the impact of the introduction of global CoPs on changes made to operational procedures in three refineries operated by a multinational company over a period of more than 5 years. We used a Bayesian change point detection model to assess the probability that changes in the rate of adoption of new and revised operational procedures occurred following the introduction of CoPs. The results confirmed our predictions, providing support for the idea that CoPs benefit organizations by contributing to the development of better operational routines and demonstrating the utility of Bayesian techniques for assessing the impact of complex organizational change. }, number={2}, journal={JOURNAL OF MANAGEMENT}, author={Cordery, John L. and Cripps, Edward and Gibson, Cristina B. and Soo, Christine and Kirkman, Bradley L. and Mathieu, John E.}, year={2015}, month={Feb}, pages={644–664} }
 @inproceedings{huang_gibson_kirkman_shapiro_2015, title={The relationship between traditionalism cultural values and team innovation in corporate entrepreneurship}, author={Huang, L. and Gibson, C.B. and Kirkman, B.L. and Shapiro, D.L.}, year={2015} }
 @inproceedings{harris_kirkman_2015, title={Toward a model of work team proactivity: A review, synthesis, and future research agenda}, author={Harris, T.B. and Kirkman, B.L.}, year={2015} }
 @article{harris_mistry_cole_kirkman_2014, title={"Leader Conscientiousness, Authenticity, and Team Attitudes: A Moderated-Mediation Model"}, volume={2014}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2014.17710abstract}, DOI={10.5465/ambpp.2014.17710abstract}, abstractNote={This study examines the complex interplay between a leader’s conscientiousness and authenticity as joint predictors of his or her team’s collective attitudes. We hypothesize that the influence of a...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Harris, Brad and Mistry, Sal and Cole, Michael S. and Kirkman, Bradley L.}, year={2014}, month={Jan}, pages={17710} }
 @article{murtha_shervani_challagalla_kirkman_2014, title={Control system diversity: Implications for selling centers}, volume={67}, ISSN={["1873-7978"]}, DOI={10.1016/j.jbusres.2013.12.002}, abstractNote={It is often the case that members of selling centers are governed by different control systems (i.e., some selling center members are governed more by behavior controls while others are governed more by outcome controls). Surprisingly, there is little research which examines the impact of control system diversity (CSD) on selling center processes (e.g., decision comprehensiveness) and outcomes (e.g., performance). The present research integrates the literature on psychological stakes to show that CSD is positively related to decision comprehensiveness when psychological stakes are high but not when they are low. Decision comprehensiveness, in turn, is positively related to performance. This research uses data from multiple sources across 61 selling centers to provide novel insights into a new form of diversity and the under researched context of selling centers.}, number={9}, journal={JOURNAL OF BUSINESS RESEARCH}, author={Murtha, Brian R. and Shervani, Tasadduq A. and Challagalla, Goutam N. and Kirkman, Bradley L.}, year={2014}, month={Sep}, pages={1870–1876} }
 @inproceedings{taras_steel_kirkman_2014, title={Is the world really flat (or flattening)? A meta-analytic test of national cultural convergence and modernization theories}, author={Taras, V. and Steel, P. and Kirkman, B.}, year={2014} }
 @article{harris_li_kirkman_2014, title={Leader-member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention}, volume={25}, ISSN={["1873-3409"]}, DOI={10.1016/j.leaqua.2013.09.001}, abstractNote={Using the group engagement model, we hypothesize that two differentiated leadership constructs – LMX differentiation at the group level and a new construct, LMX relational separation, at the individual-within-group level – interact with LMX to affect follower citizenship behaviors (OCB) and turnover intentions. Data from 223 followers and their leaders situated across 60 workgroups demonstrate that the effects of individual perceived LMX quality are contingent upon a group's overall variability in LMX (i.e., LMX differentiation) and employees' similarity in terms of LMX with their coworkers (i.e., LMX relational separation). Specifically, the effects of high quality LMX relationships on OCB and turnover intentions are weaker when group LMX differentiation or employees' LMX relational separation is higher, rather than lower. Our findings contribute to a growing stream of multilevel LMX research incorporating climate effects and offer an alternative view of differentiated leadership in groups. Key implications for theory and practice are discussed.}, number={2}, journal={LEADERSHIP QUARTERLY}, author={Harris, T. Brad and Li, Ning and Kirkman, Bradley L.}, year={2014}, month={Apr}, pages={314–328} }
 @article{firth_chen_kirkman_kim_2014, title={NEWCOMERS ABROAD: EXPATRIATE ADAPTATION DURING EARLY PHASES OF INTERNATIONAL ASSIGNMENTS}, volume={57}, ISSN={["1948-0989"]}, DOI={10.5465/amj.2011.0574}, abstractNote={Integrating work from the expatriate adjustment and newcomer socialization literatures within a motivational framework, we propose that motivational states and stress cognitions impact expatriates' work adjustment patterns over time, which in turn influence important assignment attitudes. In accordance with our theorizing, analyses of longitudinal data collected from 70 expatriates during their first four months of international assignment indicated that cross-cultural motivation and psychological empowerment related positively to initial levels of adjustment, and indirectly and negatively to work adjustment change. Challenge stressors positively related to changes in work adjustment over time. In turn, changes in work adjustment significantly related to expatriates' assignment satisfaction and premature return intention, explaining variance above and beyond that explained by average levels of work adjustment. These findings extend understanding of how and why expatriate work adjustment evolves over time, as well as the unique influence that differences in adjustment change have on important expatriate outcomes.}, number={1}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Firth, Brady M. and Chen, Gilad and Kirkman, Bradley L. and Kim, Kwanghyun}, year={2014}, month={Feb}, pages={280–300} }
 @article{li_kirkman_porter_2014, title={TOWARD A MODEL OF WORK TEAM ALTRUISM}, volume={39}, ISSN={["1930-3807"]}, DOI={10.5465/amr.2011.0160}, abstractNote={Despite the acknowledged existence of egoism and altruism in human behavior, existing work teams research has primarily used a descriptive approach to summarize team behavior that does not distinguish between egoism and altruism. And despite increasing interest in positive organizational behavior and psychology, much more attention has been paid to understanding team egoistic behavior than team altruistic behavior, thus leaving theories of team motivation incomplete. Extending research on team processes and individual-level citizenship behavior, we develop a multilevel, dynamic framework that comprehensively establishes the team altruism construct and identifies its key dimensions. We further discuss the unique motives and evolution of team altruism over time. As a result, our theoretical framework offers a new taxonomy of team altruism, distinguishes team altruism from other related constructs, advances research on team processes by delineating those that are more altruistic from those that are more egoi...}, number={4}, journal={ACADEMY OF MANAGEMENT REVIEW}, author={Li, Ning and Kirkman, Bradley L. and Porter, Christopher O. L. H.}, year={2014}, month={Oct}, pages={541–565} }
 @inbook{cordery_soo_kirkman_rosen_mathieu_2014, place={Charlotte, NC}, title={The Alcoa experience of shared virtual leadership through parallel global teams}, booktitle={Share, Don’t Take the Lead!}, publisher={Information Age Publishing}, author={Cordery, J.L. and Soo, C. and Kirkman, B.L. and Rosen, B. and Mathieu, J.E.}, editor={Pearce, C.L. and Manz, C.C. and Sims, H.P., JrEditors}, year={2014} }
 @inproceedings{kirkman_harris_2014, title={Three-dimensional team leadership: An empirical examination of a multi-foci theory of team leadership}, author={Kirkman, B.L. and Harris, T.B.}, year={2014} }
 @article{gibson_huang_kirkman_shapiro_2014, title={Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams}, volume={1}, ISSN={["2327-0616"]}, DOI={10.1146/annurev-orgpsych-031413-091240}, abstractNote={ We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifying or mitigating the effects of each other. After elaborating on potential interactions, we set forth future research directions, which incorporate both global and virtual elements of teams and in doing so, better address the complexity of working in these increasingly common collaborative forms. }, journal={ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR, VOL 1}, author={Gibson, Cristina B. and Huang, Laura and Kirkman, Bradley L. and Shapiro, Debra L.}, year={2014}, pages={217–244} }
 @article{martins_schilpzand_kirkman_ivanaj_ivanaj_2013, title={A Contingency View of the Effects of Cognitive Diversity on Team Performance: The Moderating Roles of Team Psychological Safety and Relationship Conflict}, volume={44}, ISSN={["1552-8278"]}, DOI={10.1177/1046496412466921}, abstractNote={ We examined the moderating roles of team psychological safety and relationship conflict on the relationship between two forms of team cognitive diversity—expertise and expertness diversity—and team performance. We found that when team psychological safety was lower, rather than higher, expertise diversity was more negatively related to team performance, but conversely, expertness diversity was more positively related to team performance. When team relationship conflict was lower, rather than higher, expertness diversity was more positively related to team performance. Our findings advance a contingency view of the effects of cognitive diversity on team performance and suggest several implications for theory and practice. }, number={2}, journal={SMALL GROUP RESEARCH}, author={Martins, Luis L. and Schilpzand, Marieke C. and Kirkman, Bradley L. and Ivanaj, Silvester and Ivanaj, Vera}, year={2013}, month={Apr}, pages={96–126} }
 @article{kirkman_cordery_mathieu_rosen_kukenberger_2013, title={Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance}, volume={66}, ISSN={["1741-282X"]}, DOI={10.1177/0018726712464076}, abstractNote={Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or suffer owing to their nationality diversity. Using data from over 200 members of 30 global OCoPs in a Fortune 100 US-based multinational mining and minerals processing firm, we found that nationality diversity was curvilinearly (U-shaped) related to community performance. We also found that the curvilinear relationship was moderated by psychological safety and the extent of rich communication media use. Specifically, the arc relating nationality diversity and performance became more positive at the higher end, and less negative at the lower end, to the extent that communities reported higher psychological safety and richer communication media use.}, number={3}, journal={HUMAN RELATIONS}, author={Kirkman, Bradley L. and Cordery, John L. and Mathieu, John and Rosen, Benson and Kukenberger, Michael}, year={2013}, month={Mar}, pages={333–362} }
 @inbook{kirkman_mistry_2013, place={New York}, title={Global teams}, booktitle={Oxford Bibliographies in Management}, publisher={Oxford University Press}, author={Kirkman, B.L. and Mistry, S.}, editor={Griffin, R.Editor}, year={2013} }
 @article{li_chiaburu_kirkman_xie_2013, title={Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates' Citizenship and Taking Charge}, volume={66}, ISSN={["1744-6570"]}, DOI={10.1111/peps.12014}, abstractNote={Drawing on substitutes for leadership theory, we revisit an often taken‐for‐granted assumption that transformational leadership is a universally positive management practice by examining subordinate‐based aspects attenuating the relationship between transformational leadership and followers’ citizenship and taking charge. Using data collected from 196 followers and their leaders situated in 55 workgroups in 2 Chinese organizations, we found that followers’ citizenship and taking charge were not influenced by transformational leadership when followers perceived leaders as prototypical and were highly identified with their workgroups. Furthermore, following a differential pattern for citizenship and taking charge, followers’ traditionality weakened the relationship with citizenship, whereas followers’ learning goal orientation attenuated the relationship with taking charge. Introducing contingencies and specifying their underlying logic broadens the current theoretical spectrum for both substitutes for leadership and transformational leadership.}, number={1}, journal={PERSONNEL PSYCHOLOGY}, author={Li, Ning and Chiaburu, Dan S. and Kirkman, Bradley L. and Xie, Zhitao}, year={2013}, pages={225–260} }
 @article{schilpzand_martins_kirkman_lowe_chen_2013, title={The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations}, volume={9}, ISSN={["1740-8784"]}, DOI={10.1111/more.12014}, abstractNote={Abstract}, number={2}, journal={MANAGEMENT AND ORGANIZATION REVIEW}, author={Schilpzand, Marieke C. and Martins, Luis L. and Kirkman, Bradley L. and Lowe, Kevin B. and Chen, Zhen Xiong}, year={2013}, month={Jul}, pages={345–374} }
 @book{kirkman_gibson_kim_2012, title={Across Borders and Technologies: Advancements in Virtual Teams Research}, url={http://dx.doi.org/10.1093/oxfordhb/9780199928286.013.0025}, DOI={10.1093/oxfordhb/9780199928286.013.0025}, abstractNote={Abstract}, journal={Oxford Handbooks Online}, publisher={Oxford University Press}, author={Kirkman, Bradley L. and Gibson, Cristina B. and Kim, Kwanghyun}, editor={Kozlowski, Steve W. J.Editor}, year={2012}, month={Jul} }
 @inproceedings{harris_kirkman_li_2012, title={Beyond leader-member dyadic relationships in teams: A multi-foci perspective on team leadership}, author={Harris, T.B. and Kirkman, B.L. and Li, N.}, year={2012} }
 @article{taras_steel_kirkman_2012, title={Improving national cultural indices using a longitudinal meta-analysis of Hofstede's dimensions}, volume={47}, ISSN={1090-9516}, url={http://dx.doi.org/10.1016/j.jwb.2011.05.001}, DOI={10.1016/j.jwb.2011.05.001}, abstractNote={This meta-analysis offers an updated set of national cultural scores along the dimensions of Hofstede's cultural framework. The meta-analytic national cultural indices have two advantages. First, they are based on a larger and more representative sample than that used in Hofstede's or any other cross-cultural comparison study. The data come from 451 empirical studies representing over 2000 samples comprising over half a million individuals from 49 countries and regions. Second, cultural change is addressed by offering separate sets of indices for different decades. This would be helpful in longitudinal studies of the interplay between culture and other phenomena. The meta-analytic indices are validated against a set of external criteria.}, number={3}, journal={Journal of World Business}, publisher={Elsevier BV}, author={Taras, Vas and Steel, Piers and Kirkman, Bradley L.}, year={2012}, month={Jul}, pages={329–341} }
 @article{chua_chen_kirkman_li_rynes_gomez-mejia_2012, title={Management and Organization Review Special Issue on ‘Expanding Research on Family Business in China’}, volume={8}, ISSN={1740-8776 1740-8784}, url={http://dx.doi.org/10.1017/S1740877600002850}, DOI={10.1017/S1740877600002850}, abstractNote={Privately-operated enterprises, as opposed to state-operated enterprises, have been developing in China since economic reform began in 1979. Over this period, these firms have become dominant contributors to social and economic development in China. Most of them are organized around the family, with the family owning, governing, and/or managing the businesses. This is perhaps pardy due to the long-lasting and deeply embedded influence of Confucianism, which sees the family as the fundamental organizing unit of society. This focus on the family and its collective interests has caused many observers to characterize China as a collectivistic society in which individuals strongly value in-group relationships based upon kinship or other prescriptive ties. But it may also be the case that, due to the transitional nature of social, economic, political, and legal institutions in China, managerial opportunism is a more serious problem. As a result, social capital developed among family members and the unique ability of the family to discipline its members cause individuals to trust family members more than they do non-family members.}, number={1}, journal={Management and Organization Review}, publisher={Cambridge University Press (CUP)}, author={Chua, Jess and Chen, Ling and Kirkman, Bradley L. and Li, Xin-chun and Rynes, Sara and Gomez-Mejia, Luis}, year={2012}, month={Mar}, pages={249–251} }
 @article{chua_chen_kirkman_li_rynes_gomez-mejia_2012, title={Management and Organization Review Special Issue on ‘Expanding Research on Family Business in China’}, volume={8}, ISSN={1740-8776 1740-8784}, url={http://dx.doi.org/10.1017/S1740877600002990}, DOI={10.1017/S1740877600002990}, abstractNote={Privately-operated enterprises, as opposed to state-operated enterprises, have been developing in China since economic reform began in 1979. Over this period, these firms have become dominant contributors to social and economic development in China. Most of them are organized around the family, with the family owning, governing, and/or managing the businesses. This is perhaps partly due to the long-lasting and deeply embedded influence of Confucianism, which sees the family as die fundamental organizing unit of society. This focus on the family and its collective interests has caused many observers to characterize China as a collectivistic society in which individuals strongly value in-group relationships based upon kinship or other prescriptive ties. But it may also be the case that, due to the transitional nature of social, economic, political, and legal institutions in China, managerial opportunism is a more serious problem. As a result, social capital developed among family members and the unique ability of the family to discipline its members cause individuals to trust family members more than they do non-family members.}, number={2}, journal={Management and Organization Review}, publisher={Cambridge University Press (CUP)}, author={Chua, Jess and Chen, Ling and Kirkman, Bradley L. and Li, Xin-chun and Rynes, Sara and Gomez-Mejia, Luis R.}, year={2012}, month={Jul}, pages={487–489} }
 @article{smith_kirkman_2012, title={Understanding Leadership: The Followers' Influence on Leader Effectiveness}, volume={2012}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2012.303}, DOI={10.5465/ambpp.2012.303}, abstractNote={Much of our understanding of leadership theory comes from an almost exclusive focus on leaders, while treating follower behaviors as outputs. By limiting the examination of the influence of followe...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Smith, Troy and Kirkman, Bradley L.}, year={2012}, month={Jul}, pages={17334} }
 @article{triana_kirkman_wagstaff_2011, title={Does the Order of Face-to-Face and Computer-Mediated Communication Matter in Diverse Project Teams? An Investigation of Communication Order Effects on Minority Inclusion and Participation}, volume={27}, ISSN={0889-3268 1573-353X}, url={http://dx.doi.org/10.1007/s10869-011-9232-7}, DOI={10.1007/s10869-011-9232-7}, number={1}, journal={Journal of Business and Psychology}, publisher={Springer Science and Business Media LLC}, author={Triana, María del Carmen and Kirkman, Bradley L. and Wagstaff, María Fernanda}, year={2011}, month={Jun}, pages={57–70} }
 @inproceedings{kukenberger_mathieu_cordery_kirkman_rosen_2011, title={Knowledge processes in virtual organizational communities of practice}, author={Kukenberger, M.R. and Mathieu, J.E. and Cordery, J.L. and Kirkman, B.L. and Rosen, B.}, year={2011} }
 @article{kirkman_mathieu_cordery_rosen_kukenberger_2011, title={Managing a new collaborative entity in business organizations: Understanding organizational communities of practice effectiveness.}, volume={96}, ISSN={1939-1854 0021-9010}, url={http://dx.doi.org/10.1037/a0024198}, DOI={10.1037/a0024198}, abstractNote={Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams. Drawing on Lave and Wenger's (1991) original theory of legitimate peripheral participation, we integrate theory and research from CoPs and organizational teams to develop and empirically examine a model of OCoP effectiveness that includes constructs such as leadership, empowerment, the structure of tasks, and OCoP relevance to organizational effectiveness. Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as "core" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. We provide scholars and practitioners with insights on how to effectively manage OCoPs in today's organizations.}, number={6}, journal={Journal of Applied Psychology}, publisher={American Psychological Association (APA)}, author={Kirkman, Bradley L. and Mathieu, John E. and Cordery, John L. and Rosen, Benson and Kukenberger, Michael}, year={2011}, pages={1234–1245} }
 @article{kirkman_chen_2011, title={Maximizing Your Data or Data Slicing? Recommendations for Managing Multiple Submissions from the Same Dataset}, volume={7}, ISSN={1740-8776 1740-8784}, url={http://dx.doi.org/10.1111/j.1740-8784.2011.00228.x}, DOI={10.1111/j.1740-8784.2011.00228.x}, abstractNote={Researchers who are fortunate enough to collect large datasets sometimes wish to publish multiple papers using the same dataset. Unfortunately, there are few guidelines that authors can follow in managing these multiple papers. In this article, we address three main questions including: (i) how do authors know if they have a dataset truly worthy of multiple papers; (ii) what procedures do authors follow when they are ready to submit multiple papers from a single dataset to top tier journals; and (iii) what are the main issues when attempting to publish multiple papers from a single dataset? We provide a set of concrete recommendations for authors who wish to maximize their data collection efforts with multiple papers.}, number={3}, journal={Management and Organization Review}, publisher={Cambridge University Press (CUP)}, author={Kirkman, Bradley L. and Chen, Gilad}, year={2011}, month={Nov}, pages={433–446} }
 @inproceedings{kirkman_2011, title={Maximizing your data? Recommendations for managing multiple submissions from the same dataset}, author={Kirkman, B.L.}, year={2011} }
 @inproceedings{firth_chen_kirkman_kim_2011, title={Newcomers abroad: Expatriate adaptation at early phases of international assignments}, author={Firth, B.M. and Chen, G. and Kirkman, B.L. and Kim, K.}, year={2011} }
 @inproceedings{li_kirkman_harris_2011, title={Standing out or fitting in? A multilevel examination of leader-member exchange theory in the workgroup context}, author={Li, N. and Kirkman, B.L. and Harris, T.B.}, year={2011} }
 @inproceedings{harris_kirkman_2011, title={Task interdependence, relational focus, and lifecycle stages as contingencies to team leadership}, author={Harris, T.B. and Kirkman, B.L.}, year={2011} }
 @article{taras_steel_kirkman_2011, title={Three decades of research on national culture in the workplace}, volume={40}, ISSN={0090-2616}, url={http://dx.doi.org/10.1016/j.orgdyn.2011.04.006}, DOI={10.1016/j.orgdyn.2011.04.006}, abstractNote={At one time, national culture was primarily the concern of tourists and diplomats, having little to do with the workplace. In the latter part of the 20th century, there were a series of international policy changes in many Asian and Eastern European countries that enabled a tidal wave of international joint ventures and outsourcing. Quickly, business partners realized that making these relationships successful required attending to national cultural differences. In particular, it did not take a long while to learn that the Japanese way and the American way were radically different. In 1986, for example, a popular film by Ron Howard, “Gung Ho,” was based on the theme that you couldn’t easily transplant these management styles across borders. Some would now argue that the needs for such cultural lessons are fading away, perhaps permanently. The breakthroughs in communication technology, increased travel, and the Westernization of some business practices around the world have shifted the focus from local differences to more global consistency. With the increase in global production, global employment, and global brands, are we also entering an era of global culture? Is the world now officially “flat?” Or is it just slightly flatter?}, number={3}, journal={Organizational Dynamics}, publisher={Elsevier BV}, author={Taras, Vas and Steel, Piers and Kirkman, Bradley L.}, year={2011}, month={Jul}, pages={189–198} }
 @article{taras_kirkman_steel_2010, title={"Examining the impact of Culture’s Consequences: A three-decade, multilevel, meta-analytic review of Hofstede’s cultural value dimensions": Correction to Taras, Kirkman, and Steel (2010).}, volume={95}, ISSN={1939-1854 0021-9010}, url={http://dx.doi.org/10.1037/a0020939}, DOI={10.1037/a0020939}, number={5}, journal={Journal of Applied Psychology}, publisher={American Psychological Association (APA)}, author={Taras, Vas and Kirkman, Bradley L. and Steel, Piers}, year={2010}, pages={888–888} }
 @inproceedings{martins_schilpzand_kirkman_ivanaj_ivanaj_2010, title={A contingency view of the effects of cognitive diversity on team performance}, author={Martins, L.L. and Schilpzand, M. and Kirkman, B.L. and Ivanaj, S. and Ivanaj, V.}, year={2010} }
 @inproceedings{huang_gibson_kirkman_shapiro_2010, title={Different, yet so similar ...close, yet so far: Effect of heterogeneity in trust and culture on virtual team innovation}, author={Huang, L. and Gibson, C.B. and Kirkman, B.L. and Shapiro, D.L.}, year={2010} }
 @article{taras_kirkman_steel_2010, title={Examining the impact of Culture's consequences: A three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions.}, volume={95}, ISSN={1939-1854 0021-9010}, url={http://dx.doi.org/10.1037/a0018938}, DOI={10.1037/a0018938}, abstractNote={Using data from 598 studies representing over 200,000 individuals, we meta-analyzed the relationship between G. Hofstede's (1980a) original 4 cultural value dimensions and a variety of organizationally relevant outcomes. First, values predict outcomes with similar strength (with an overall absolute weighted effect size of rho = 0.18) at the individual level of analysis. Second, the predictive power of the cultural values was significantly lower than that of personality traits and demographics for certain outcomes (e.g., job performance, absenteeism, turnover) but was significantly higher for others (e.g., organizational commitment, identification, citizenship behavior, team-related attitudes, feedback seeking). Third, cultural values were most strongly related to emotions, followed by attitudes, then behaviors, and finally job performance. Fourth, cultural values were more strongly related to outcomes for managers (rather than students) and for older, male, and more educated respondents. Fifth, findings were stronger for primary, rather than secondary, data. Finally, we provide support for M. Gelfand, L. H. Nishii, and J. L. Raver's (2006) conceptualization of societal tightness-looseness, finding significantly stronger effects in culturally tighter, rather than looser, countries.}, number={3}, journal={Journal of Applied Psychology}, publisher={American Psychological Association (APA)}, author={Taras, Vas and Kirkman, Bradley L. and Steel, Piers}, year={2010}, pages={405–439} }
 @inproceedings{wu_littrell_kirkman_2010, title={Exploring gender differences in preferred leader behaviors in Ghana, Kenya and Zambia}, author={Wu, N.H. and Littrell, R.F. and Kirkman, B.L.}, year={2010} }
 @article{taras_steel_kirkman_2010, title={Negative practice–value correlations in the GLOBE data: Unexpected findings, questionnaire limitations and research directions}, volume={41}, ISSN={0047-2506 1478-6990}, url={http://dx.doi.org/10.1057/jibs.2010.30}, DOI={10.1057/jibs.2010.30}, abstractNote={The study of culture and cultural values continues to be hotly debated among cross-cultural researchers worldwide. Starting with the seminal work of Kluckhohn and Strodtbeck, and Hofstede, and continuing with more recent efforts, researchers have continued to develop and empirically examine cultural value frameworks in an attempt to understand how cultural differences affect work-related behaviors and attitudes. The purpose of this commentary is to briefly describe the interesting – and counterintuitive – findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, summarize the different interpretations of these findings offered by Maseland and van Hoorn, and by Brewer and Venaik, provide a critique of their arguments, and finally offer a list of possible alternative interpretations and explanations for the conflicting findings in the GLOBE study.}, number={8}, journal={Journal of International Business Studies}, publisher={Springer Science and Business Media LLC}, author={Taras, Vas and Steel, Piers and Kirkman, Bradley L}, year={2010}, month={Jul}, pages={1330–1338} }
 @inproceedings{shapiro_kirkman_gibson_huang_2010, place={Atlanta}, title={What, really, do we know about managing global virtual teams?}, author={Shapiro, D.L. and Kirkman, B.L. and Gibson, C.B. and Huang, L.}, year={2010} }
 @article{chen_kirkman_kim_farh_tangirala_2010, title={When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance}, volume={53}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.5465/amj.2010.54533217}, DOI={10.5465/amj.2010.54533217}, abstractNote={Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatriate cross-cultural motivation was more positively related to work adjustment—and that work adjustment was more likely to mediate the positive relationship between cross-cultural motivation and job performance—when expatriates were assigned to foreign subsidiaries characterized by lower levels of subsidiary support and cultural distance.}, number={5}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Chen, Gilad and Kirkman, Bradley L. and Kim, Kwanghyun and Farh, Crystal I. C. and Tangirala, Subrahmaniam}, year={2010}, month={Oct}, pages={1110–1130} }
 @inproceedings{li_kirkman_2010, place={Florida}, title={When should leaders treat their followers differently? Examining the positive and negative effects cross-level effects of LMX differentiation on employee performance in a team context}, author={Li, N. and Kirkman, B.L.}, year={2010} }
 @inproceedings{li_kirkman_porter_2009, title={Beyond organizational citizenship: Toward a multilevel model of team citizenship behavior}, author={Li, N. and Kirkman, B.L. and Porter, C.O.L.H.}, year={2009} }
 @misc{triana_kirkman_garcia_2009, title={Communication order matters for minority members of virtual teams}, url={http://dx.doi.org/10.1037/e518422013-552}, DOI={10.1037/e518422013-552}, journal={PsycEXTRA Dataset}, publisher={American Psychological Association (APA)}, author={Triana, Mary and Kirkman, Bradley and Garcia, Maria Fernanda}, year={2009} }
 @article{chen_kirkman_kim_farh_2009, title={EXPATRIATE MOTIVATION AND EFFECTIVENESS: THE ROLES OF CULTURAL DISTANCE AND SUBSIDIARY SUPPORT.}, volume={2009}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2009.44243020}, DOI={10.5465/ambpp.2009.44243020}, abstractNote={The article presents the results of research involving expatriate workers in foreign subsidiary companies, focusing on cross-cultural adjustment and effectiveness, job performance and work motivation. An overview of related previous studies is provided, along with details of the research protocol, which involved employees of a multinational energy services firm. It was found that employee support structures had significant benefit, and that the degree of cultural distance was an important factor in terms of expatriate success.}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Chen, Gilad and Kirkman, Bradley L. and Kim, Kwanghyun and Farh, Crystal I. Chien}, year={2009}, month={Aug}, pages={1–6} }
 @inproceedings{taras_kirkman_steel_2009, title={Examining the impact of Culture’s Consequences: A three-decade, multi-level, meta-analytic review of Hofstede’s cultural value dimensions}, author={Taras, V. and Kirkman, B.L. and Steel, P.}, year={2009} }
 @article{kirkman_chen_farh_chen_lowe_2009, title={Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination}, volume={52}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.5465/amj.2009.43669971}, DOI={10.5465/amj.2009.43669971}, abstractNote={Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of tra...}, number={4}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Chen, Gilad and Farh, Jiing-Lih and Chen, Zhen Xiong and Lowe, Kevin B.}, year={2009}, month={Aug}, pages={744–764} }
 @article{cordery_soo_kirkman_rosen_mathieu_2009, title={Leading Parallel Global Virtual Teams:}, volume={38}, ISSN={0090-2616}, url={http://dx.doi.org/10.1016/j.orgdyn.2009.04.002}, DOI={10.1016/j.orgdyn.2009.04.002}, abstractNote={ost people are familiar with the main types ofteam structures that are traditionally used tocoordinate and control people and processes in com-plex organizations. Collaborative structures such aswork teams, virtual teams, project teams, and top-managementteamshavelongbeenconsideredcriticalto the effectiveness of contemporary organizations.Today, however, the increasing demands and oppor-tunities created by complex and rapidly changingdemographics, markets and information technologiesmeanthatthese traditionalforms of team working arealso evolving, creating a whole new environment forcollaborative work and, in turn, placing a new set ofdemands on leaders.Agoodexampleoftherapidevolutionofteamworkis the rise of the global virtual team (GVT) as a majorfeature of contemporary organizational life. GVTs nowpermeate all levels of most large organizations, fromthe operating core to the strategic apex of the orga-nization,supplantinginmanyinstancesthetraditionalface-to-faceteam.Suchteamsbringwiththemarangeof well-documented leadership challenges that stemfrom the need to deal with issues arising from theirgeographicdispersion,relianceonelectronicmediaforcommunication, and nationality diversity.Increasingly, however, even the GVT must be trea-ted as an evolving team concept, and it is possible todistinguish between different forms of GVTs that areemergingin contemporaryorganizationallife.To date,much of the literature on GVTs has treated them asglobal, virtual analogues of work, project or manage-ment teams. However, we examined an importantnewly developing collective structure, one whose clo-sest analogue is the parallel team. Parallel teams areongoingteamswhichoperateoutsidetheformalorga-nizational structure, and which are typically focusedon innovation and improvement activities. Once pop-ular and widespread in a variety of forms, for exampleas quality circles or continuous improvement teams,they have received less attention than other types oforganizational teams in the recent academic and pop-ular management literature.Parallelteamsarestartingtoattractrenewedinter-est in part as a consequence of the growing popularityof ‘‘communities of practice,’’ whose development hasin turn been facilitated by the widespread use ofInternet-based communication technologies overrecent years. In its purest form, a community of prac-tice (COP) is a group of people who share interests,concerns, or problems in a topic area, and voluntarilychoose to interact with each other in order to furthertheirknowledgeandexpertise.ThepoweroftheInter-net has enabled these collective forms to flourish andto morph into virtual communities of practice, whoseboundaries transcend national and organizationalboundaries. Interestingly, many of the first COPs werecomposedofscientists,engineers,andacademics situ-ated in a variety of public and private sector organiza-tions and connected by their common interests.Noticingthesecommunitiesdeveloping,andrecogniz-ing their potential as both innovation incubators andas knowledge transfer mechanisms, some organiza-tions have begun to attempt to find a place for themwithin the organization’s direct view or ‘‘space.’’ IBMCorp., Shell Oil Co., MicrosoftCorp., AccentureLtd. andAlcoa are among the many organizations that havesought to capitalize on the benefits of communities ofpractice via the formation of parallel team structures.As we have observed them in operation at Alcoa,parallel global virtual teams (pGVTs), have propertiesassociated with parallel teams, GVTs, and commu-nities of practice. They meet all of the design criterianormally associated with an organizational team. Forinstance, they have a formally assigned organizationalmission,a designatedleader,anddefinedmembershipboundaries(basedonfunctionalexpertise).Taskinter-dependenceisalsohigh,inthesensethatfortheteamsto function effectively in identifying and proselytizingbest practices, knowledge and experiences must besharedanddiscussed,andagreementreachedonwhatto implement and where. The performance of each}, number={3}, journal={Organizational Dynamics}, publisher={Elsevier BV}, author={Cordery, John and Soo, Christine and Kirkman, Bradley and Rosen, Benson and Mathieu, John}, year={2009}, month={Jul}, pages={204–216} }
 @inproceedings{mathieu_cordery_kirkman_kukenberger_2009, place={New Orleans}, title={Modeling virtual team participation trajectories}, author={Mathieu, J.E. and Cordery, J.L. and Kirkman, B.L. and Kukenberger, M.R.}, year={2009} }
 @inproceedings{harris_kirkman_2009, title={Toward a new model of virtual team development}, author={Harris, T.B. and Kirkman, B.L.}, year={2009} }
 @inbook{gibson_maznevski_kirkman_2009, title={When does culture matter?}, ISBN={9780511581151}, url={http://dx.doi.org/10.1017/cbo9780511581151.004}, DOI={10.1017/cbo9780511581151.004}, abstractNote={Recent years of research in international management have been dominated by studies of culture's effect on dependent variables of interest to managers, including individual work behavior, effective organizational structures, and economic success. Reviews of research conclude that culture does have an impact, one that cannot be ignored (Adler and Bartholomew, 1992; Boyacigiller and Adler, 1991; Earley and Sing, 1995; Earley and gibson, 2002; Kirkman, Lowe, and gibson, 2004; Oyserman, Kemmelmeir, and Coon, 2002). For example, in their review of cultural values research published between 1980 and 2002, Kirkman, Lowe and gibson (2004) describe sixty-one studies that provide empirical evidence for a relationship between cultural values and individual level outcomes, including change management behaviors (e.g., Eby, Adams, Russell et al., 2000); conflict management behaviors (e.g., gabrielidis, Stephan, et al ., 1997); behaviors in negotiations (e.g., Wade-Benzio, Okumura, Brett, et al ., 2002); reward allocation (e.g., gomez, Kirkman, and Shapiro, 2000); decision-making (e.g., Mitchell, Smith, Seawright, et al ., 2000); human resource management (e.g., Earley, gibson and Chen, 1999); leadership behaviors (e.g., Chan and drasgow, 2001); individual behavior in groups (e.g., gibson and zellmer-Bruhn, 2001); personality (e.g., tafarodi, Lang, and Smith, 1999); and work-related attitudes or emotions (e.g., Harpaz, Honig, and Coetsier, 2002). However, at the same time, research and practice offer numerous examples of studies and observations in which culture had less effect than did unique personalities, strong leadership, or uniformity of practices (e.g., Earley and gibson, 2002; Maznevski and Chudoba, 2000; Roth, Prasnikar, Okuno-Fujiwara, et al ., 1991; Wetlaufer, 1999).}, booktitle={Cambridge Handbook of Culture, Organizations, and Work}, publisher={Cambridge University Press}, author={Gibson, Cristina B. and Maznevski, Martha L. and Kirkman, Bradley L.}, editor={Bhagat, Rabi S. and Steers, Richard M.Editors}, year={2009}, month={Dec}, pages={46–68} }
 @inproceedings{kim_kirkman_chen_2008, title={A process model of cultural intelligence on expatriate job performance}, author={Kim, K. and Kirkman, B.L. and Chen, G.}, year={2008} }
 @inproceedings{mathieu_kirkman_cordery_rosen_2008, place={Anaheim, CA}, title={Cross-level influences on organizational communities of practice members’ viability}, author={Mathieu, J.E. and Kirkman, B.L. and Cordery, J.L. and Rosen, B.}, year={2008} }
 @inbook{kim_kirkman_chen_2008, place={New York}, title={Cultural intelligence and international assignment effectiveness: A conceptual model and preliminary findings}, booktitle={Handbook on Cultural Intelligence: Theory, Measurement, and Applications}, publisher={M.E. Sharpe}, author={Kim, K. and Kirkman, B.L. and Chen, G.}, editor={Ang, S. and Van Dyne, L.VanEditors}, year={2008}, pages={71–90} }
 @inproceedings{mathieu_kirkman_cordery_kukenberger_ronsen_2008, title={Leading organizational communities of practice: Empower them? It depends}, author={Mathieu, J.E. and Kirkman, B.L. and Cordery, J.L. and Kukenberger, M. and Ronsen, B.}, year={2008} }
 @inproceedings{kirkman_chen_farh_chen_lowe_cheng_2008, title={Power distance and reactions to transformational leaders: Cross-cultural examination}, author={Kirkman, B.L. and Chen, G. and Farh, J.L. and Chen, Z.X. and Lowe, K.B. and Cheng, B.S.}, year={2008} }
 @inproceedings{kirkman_mathieu_cordery_rosen_2007, title={A contingency model of global virtual team leadership}, author={Kirkman, B.L. and Mathieu, J.E. and Cordery, J.L. and Rosen, B.}, year={2007} }
 @article{chen_kirkman_kanfer_allen_rosen_2007, title={A multilevel study of leadership, empowerment, and performance in teams.}, volume={92}, ISSN={1939-1854 0021-9010}, url={http://dx.doi.org/10.1037/0021-9010.92.2.331}, DOI={10.1037/0021-9010.92.2.331}, abstractNote={A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.}, number={2}, journal={Journal of Applied Psychology}, publisher={American Psychological Association (APA)}, author={Chen, Gilad and Kirkman, Bradley L. and Kanfer, Ruth and Allen, Don and Rosen, Benson}, year={2007}, pages={331–346} }
 @inproceedings{kim_chen_kirkman_2007, title={Does cultural intelligence predict cross-cultural adaptation?}, author={Kim, K. and Chen, G. and Kirkman, B.L.}, year={2007} }
 @article{shapiro_kirkman_courtney_2007, title={Perceived Causes and Solutions of the Translation Problem in Management Research}, volume={50}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.5465/amj.2007.24634433}, DOI={10.5465/amj.2007.24634433}, abstractNote={The article discusses problems in translating research about private and public sector management from theory into practice. The authors suggest that Academy of Management members should change the...}, number={2}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Shapiro, Debra L. and Kirkman, Bradley L. and Courtney, Hugh G.}, year={2007}, month={Apr}, pages={249–266} }
 @inproceedings{onypchuk_rosen_kirkman_2007, title={Toward a model of team resilience: Identifying dimensions, antecedents, and consequences and a future research agenda}, author={Onypchuk, I. and Rosen, B. and Kirkman, B.L.}, year={2007} }
 @inproceedings{chakrabarty_whitten_kirkman_2007, title={Towards a “big shoes to fill” theory of succession: An empirical test for teams}, author={Chakrabarty, S. and Whitten, D. and Kirkman, B.L.}, year={2007} }
 @inproceedings{kirkman_chen_chen_lowe_2006, title={A multi-level and cross-cultural examination of transformational leadership in the U.S}, author={Kirkman, B.L. and Chen, G. and Chen, Z.X. and Lowe, K.B.}, year={2006} }
 @article{kirkman_lowe_gibson_2006, title={A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework}, volume={37}, ISSN={0047-2506 1478-6990}, url={http://dx.doi.org/10.1057/palgrave.jibs.8400202}, DOI={10.1057/palgrave.jibs.8400202}, abstractNote={Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future.}, number={3}, journal={Journal of International Business Studies}, publisher={Springer Science and Business Media LLC}, author={Kirkman, Bradley L and Lowe, Kevin B and Gibson, Cristina B}, year={2006}, month={May}, pages={285–320} }
 @article{kirkman_chen_2006, title={CULTURAL INTELLIGENCE AND INTERNATIONAL ASSIGNMENT EFFECTIVENESS.}, volume={2006}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2006.27162843}, DOI={10.5465/ambpp.2006.27162843}, abstractNote={The success of international assignments is important for organizations' survival and development by offering a competitive advantage to companies in today's fast changing global economy. Although ...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Chen, Gilad}, year={2006}, month={Aug}, pages={C1–C6} }
 @article{kirkman_rosen_tesluk_gibson_2006, title={Enhancing the transfer of computer-assisted training proficiency in geographically distributed teams.}, volume={91}, ISSN={1939-1854 0021-9010}, url={http://dx.doi.org/10.1037/0021-9010.91.3.706}, DOI={10.1037/0021-9010.91.3.706}, abstractNote={The authors examined factors that determine whether knowledge gained from computer-assisted (i.e., technology-based) team training in a geographically distributed team (GDT) context transfers to organizational results. They examined the moderating effects of team trust, technology support, and leader experience on the relation between teams' average individual training proficiency on a computer-assisted (i.e., CD-ROM-based) training program and team performance as assessed by team customer satisfaction ratings. Using data collected from 40 GDTs in a high-technology company, the authors found that the relation between teams' average training proficiency and team performance was complex and moderated by several factors. In particular, teams' average training proficiency had a positive association with customer satisfaction when GDTs were higher, rather than lower, in both trust and technology support and when team leaders had longer, rather than shorter, levels of tenure with their specific team.}, number={3}, journal={Journal of Applied Psychology}, publisher={American Psychological Association (APA)}, author={Kirkman, Bradley L. and Rosen, Benson and Tesluk, Paul E. and Gibson, Cristina B.}, year={2006}, pages={706–716} }
 @inproceedings{schilpzand_martins_kirkman_2006, place={Clearwater Beach, Florida}, title={Relationship between organizational justice and organizational citizenship behavior: The moderating effects of cultural values}, author={Schilpzand, M.C. and Martins, L.L. and Kirkman, B.L.}, year={2006} }
 @article{chen_kirkman_kanfer_allen_2005, title={A MULTILEVEL QUASI-EXPERIMENTAL STUDY OF LEADERSHIP, EMPOWERMENT, AND PERFORMANCE IN TEAMS.}, volume={2005}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2005.18780372}, DOI={10.5465/ambpp.2005.18780372}, abstractNote={Using a quasi-experimental design, we examined multilevel relationships among leadership, empowerment, and performance in a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 50 home improvement chain. We sampled two teams with different levels of interdependence in each store. Results indicated that, irrespective of team interdependence, different aspects of leadership predicted individual and team empowerment. Moreover, several team-level, cross-level, and individual-level relationships among both individual and team empowerment and performance were detected in high, but not in low, interdependent teams.}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Chen, Gilad and Kirkman, Bradley L. and Kanfer, Ruth and Allen, Don}, year={2005}, month={Aug}, pages={D1–D6} }
 @article{rynes_hillman_ireland_kirkman_law_miller_rajagopalan_shapiro_2005, title={Everything You've Always Wanted to Know about AMJ (But May Have Been Afraid to Ask)}, volume={48}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.5465/amj.2005.28563879}, DOI={10.5465/amj.2005.28563879}, abstractNote={This article presents information regarding the policies of the “Academy of Management Journal” for accepting and publishing submissions. The editors are looking for work that contributes to theory...}, number={5}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Rynes, Sara L. and Hillman, Amy and Ireland, R. Duane and Kirkman, Bradley and Law, Kenneth and Miller, C. Chet and Rajagopalan, Nandini and Shapiro, Debra}, year={2005}, month={Oct}, pages={732–737} }
 @article{kirkman_law_2005, title={International Management Research in AMJ: Our Past, Present, and Future}, volume={48}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.5465/amj.2005.17407902}, DOI={10.5465/amj.2005.17407902}, abstractNote={This section provides information on the international management research history of the Academy of Management Journal (AMJ). Several trends evident in past international management research are d...}, number={3}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Kirkman, Brad and Law, Kenny}, year={2005}, month={Jun}, pages={377–386} }
 @inproceedings{gomez_kirkman_2005, title={Organizational justice: Its applicability and predictive power on employee commitment in Mexico}, author={Gomez, C. and Kirkman, B.L.}, year={2005} }
 @article{kirkman_mathieu_2005, title={The Dimensions and Antecedents of Team Virtuality}, volume={31}, ISSN={0149-2063 1557-1211}, url={http://dx.doi.org/10.1177/0149206305279113}, DOI={10.1177/0149206305279113}, abstractNote={Team virtuality is an important factor that is gaining prominence in the literature on teams. Departing from previous research that focused on geographic dispersion, the authors define team virtuality as the extent to which team members use virtual tools to coordinate and execute team processes, the amount of informational value provided by such tools, and the synchronicity of team member virtual interaction. The authors identify the key factors that lead groups to higher levels of team virtuality and the implications of their model for management theory and practice.}, number={5}, journal={Journal of Management}, publisher={SAGE Publications}, author={Kirkman, Bradley L. and Mathieu, John E.}, year={2005}, month={Oct}, pages={700–718} }
 @inbook{kirkman_shapiro_2005, title={The Impact of Cultural Value Diversity on Multicultural Team Performance☆}, ISBN={9780762312191}, ISSN={1571-5027}, url={http://dx.doi.org/10.1016/s0747-7929(05)18002-0}, DOI={10.1016/s0747-7929(05)18002-0}, abstractNote={Although cross-cultural research tends to compare deeply held values across nations, different cultures can exist within nations, as evidenced by clashes of cultures in Israel, Afghanistan, Iraq, and elsewhere. We refer to multicultural teams (MCTs) to reflect our interest in team dynamics involving people from varying cultures (which may or may not include people of different nationalities). MCTs are likely to be characterized by “cultural value diversity,” or varying cultural values among members, and we present data in support of the hypothesis that MCT performance is influenced more significantly by cultural value diversity than by the aggregated level of any particular cultural value or demographic diversity within the teams.}, booktitle={Advances in International Management}, publisher={Elsevier}, author={Kirkman, B and Shapiro, D}, year={2005}, pages={33–67} }
 @inproceedings{kirkman_rosen_tesluk_gibson_2005, title={The influence of team virtuality, trust, technology support, and leadership on the relationship between team training proficiency and performance in virtual teams}, author={Kirkman, B.L. and Rosen, B. and Tesluk, P.E. and Gibson, C.B.}, year={2005} }
 @inproceedings{kirkman_rosen_gibson_2004, title={Exploring the impact of demographic heterogeneity on virtual team performance}, author={Kirkman, B.L. and Rosen, B. and Gibson, C.B.}, year={2004} }
 @inbook{kirkman_den hartog_2004, place={Malden, MA}, title={Performance management in global teams}, ISBN={9781405128834}, booktitle={The Blackwell handbook of global management : a guide to managing complexity}, publisher={Blackwell}, author={Kirkman, B.L. and den Hartog, D.N.}, editor={Lane, H.W. and Maznevski, M.L. and Mendenhall, M.E. and McNett, J.Editors}, year={2004}, pages={250–272} }
 @article{kirkman_rosen_tesluk_gibson_2004, title={THE IMPACT OF TEAM EMPOWERMENT ON VIRTUAL TEAM PERFORMANCE: THE MODERATING ROLE OF FACE-TO-FACE INTERACTION.}, volume={47}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.2307/20159571}, DOI={10.2307/20159571}, abstractNote={We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performance— process improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently.}, number={2}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Kirkman, B. L. and Rosen, B. and Tesluk, P. E. and Gibson, C. B.}, year={2004}, month={Apr}, pages={175–192} }
 @article{kirkman_mathieu_2004, title={THE ROLE OF VIRTUALITY IN WORK TEAM EFFECTIVENESS.}, volume={2004}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.2004.13862418}, DOI={10.5465/ambpp.2004.13862418}, abstractNote={The article discusses a study about the effectiveness of virtual work teams, which looks at how team members use different types of electronic communication to perform team work and how the communi...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Mathieu, John E.}, year={2004}, month={Aug}, pages={L1–L6} }
 @inproceedings{flury_kirkman_shalley_thursby_vincent_2004, title={Technological innovation: Generating economic results: An immersion approach to graduate education in engineering}, author={Flury, A. and Kirkman, B.L. and Shalley, C. and Thursby, M. and Vincent, L.}, year={2004} }
 @article{kirkman_tesluk_rosen_2004, title={The Impact of Demographic Heterogeneity and Team Leader-Team Member Demographic Fit on Team Empowerment and Effectiveness}, volume={29}, ISSN={1059-6011 1552-3993}, url={http://dx.doi.org/10.1177/1059601103257412}, DOI={10.1177/1059601103257412}, abstractNote={The authors report the results of an investigation on how demographic heterogeneity in work teams influences team empowerment and team effectiveness. Using data collected from 111 intact work teams in four organizations, it was found that team race heterogeneity was negatively related to team empowerment and to multiple indicators of team effectiveness. Teams were also less effective when their team leaders had longer, rather than shorter, organizational tenure. Team empowerment fully mediated the relationships that race heterogeneity had with team leader ratings of team effectiveness and partially mediated the relationships with team member ratings. In addition, demographic dissimilarity between team leaders and their teams on race was negatively related to empowerment and team leader ratings of team effectiveness; and team members reported less empowerment when led by older team leaders. The authors discuss both theoretical and managerial implications of these findings.}, number={3}, journal={Group & Organization Management}, publisher={SAGE Publications}, author={Kirkman, Bradley L. and Tesluk, Paul E. and Rosen, Benson}, year={2004}, month={Jun}, pages={334–368} }
 @inproceedings{kirkman_chen_lowe_2004, title={The relationship between organizational justice and organizational citizenship behavior in the People’s Republic of China and the United States}, author={Kirkman, B.L. and Chen, Z.X. and Lowe, K.B.}, year={2004} }
 @inbook{lowe_kirkman_chen_2003, place={Australia}, title={A dual country investigation of the impact of transformational and transactional leadership on employee justice perceptions: The case of China and the U.S}, publisher={Freemantle}, author={Lowe, K.B. and Kirkman, B.L. and Chen, Z.X.}, year={2003} }
 @inproceedings{kirkman_chen_lowe_2003, title={Exploring country differences in the organizational justice-OCB relationship: The PRC and the U.S}, author={Kirkman, B.L. and Chen, Z.X. and Lowe, K.B.}, year={2003} }
 @inproceedings{kirkman_rosen_gibson_2003, title={Exploring the role of team empowerment in the performance of virtual teams}, author={Kirkman, B.L. and Rosen, B. and Gibson, C.B.}, year={2003} }
 @inbook{lowe_kirkman_holderness_2003, place={Greenwich, CT}, title={Team teaching an MBA leadership course: Mechanisms for integrating university faculty with executive in residence faculty}, booktitle={Teaching Leadership: Innovative Approaches for the 21st Century}, publisher={Information Age Publishing, Inc}, author={Lowe, K.B. and Kirkman, B.L. and Holderness, C.}, editor={Pillai, R. and Stites-Doe, S.Editors}, year={2003}, pages={179–201} }
 @inproceedings{kirkman_rosen_tesluk_gibson_2003, title={The impact of CDROM-based team training on virtual team processes and performance: An empirical investigation}, author={Kirkman, B.L. and Rosen, B. and Tesluk, P.E. and Gibson, C.B.}, year={2003} }
 @inproceedings{kirkman_shapiro_gidley_2002, title={Assessing the relative impact of cultural values and demographic heterogeneity on work team processes and performance}, author={Kirkman, B.L. and Shapiro, D.L. and Gidley, A.J.}, year={2002} }
 @inproceedings{tesluk_kirkman_gibson_rosen_2002, title={Connecting at the team-member boundary: Characteristics of teams predicting members’ satisfaction with working virtually}, author={Tesluk, P.E. and Kirkman, B.L. and Gibson, C.B. and Rosen, B.}, year={2002} }
 @article{kirkman_rosen_gibson_tesluk_mcpherson_2002, title={Five challenges to virtual team success: Lessons from Sabre, Inc.}, volume={16}, ISSN={1558-9080 1943-4529}, url={http://dx.doi.org/10.5465/ame.2002.8540322}, DOI={10.5465/ame.2002.8540322}, abstractNote={Executive Summary Advances in communications and information technology create new opportunities for organizations to build and manage virtual teams. Such teams are composed of employees with unique skills, located at a distance from each other, who must collaborate to accomplish important organizational tasks. Based on a comprehensive set of interviews with a subset of team members, team leaders, general managers, and executives on 65 virtual teams at Sabre, Inc.—an innovative organization in the travel industry—we identify five challenges that organizations can expect to encounter in establishing, maintaining, and supporting virtual teams, e.g., building trust, cohesion, and team identity, and overcoming isolation among virtual team members. Both leaders and members of virtual teams face particular difficulties in selecting team members who have the balance of technical and interpersonal skills and abilities required to work virtually and in evaluating the performance of individuals and teams working in...}, number={3}, journal={Academy of Management Perspectives}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Rosen, Benson and Gibson, Cristina B. and Tesluk, Paul E. and McPherson, Simon O.}, year={2002}, month={Aug}, pages={67–79} }
 @inproceedings{kirkman_rosen_gibson_tesluk_2002, title={The seven secrets to virtual team success: Lessons from Sabre, Inc}, author={Kirkman, B.L. and Rosen, B. and Gibson, C.B. and Tesluk, P.E.}, year={2002} }
 @inproceedings{tesluk_kirkman_gibson_rosen_2002, title={Understanding reactions to working in virtual team environments: Integrating team and technology factors}, author={Tesluk, P.E. and Kirkman, B.L. and Gibson, C.B. and Rosen, B.}, year={2002} }
 @article{kirkman_tesluk_rosen_2001, title={ASSESSING THE INCREMENTAL VALIDITY OF TEAM CONSENSUS RATINGS OVER AGGREGATION OF INDIVIDUAL-LEVEL DATA IN PREDICTING TEAM EFFECTIVENESS}, volume={54}, ISSN={0031-5826}, url={http://dx.doi.org/10.1111/j.1744-6570.2001.tb00226.x}, DOI={10.1111/j.1744-6570.2001.tb00226.x}, abstractNote={Using data collected from 98 work teams, empowerment levels were assessed based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation. These 2 methods of measuring team empowerment were then compared on their ability to predict manager ratings of team effectiveness on 4 dimensions. Findings demonstrated that the consensus method of measuring team empowerment explained significantly greater variance in team effectiveness than did the aggregation method alone. We discuss implications for team research and practice based on these findings and include a discussion on when using consensus after aggregation may be most appropriate.}, number={3}, journal={Personnel Psychology}, publisher={Wiley}, author={Kirkman, Bradley L. and Tesluk, Paul E. and Rosen, Benson}, year={2001}, month={Sep}, pages={645–667} }
 @inbook{shapiro_kirkman_2001, place={Palo Alto, CA}, title={Anticipatory injustice: The consequences of expecting injustice in the workplace}, booktitle={Advances in Organizational Justice}, publisher={Stanford University Press}, author={Shapiro, D.L. and Kirkman, B.L.}, editor={Greenberg, J. and Cropanzano, R.Editors}, year={2001}, pages={152–178} }
 @article{brockner_ackerman_greenberg_gelfand_francesco_chen_leung_bierbrauer_gomez_kirkman_et al._2001, title={Culture and Procedural Justice: The Influence of Power Distance on Reactions to Voice}, volume={37}, ISSN={0022-1031}, url={http://dx.doi.org/10.1006/jesp.2000.1451}, DOI={10.1006/jesp.2000.1451}, abstractNote={Abstract A central premise of the procedural justice literature—based on studies conducted mainly in the United States—is that people react unfavorably when they have little voice in a decision-making process. The studies reported here evaluated whether the magnitude of voice effects varies across cultures. As predicted, Studies 1–3 showed that the tendency for people to respond less favorably (i.e., with lower organizational commitment) to lower levels of voice was greater in low power distance cultures (United States and Germany) than in high power distance cultures (People's Republic of China, Mexico, and Hong Kong). And in a single cultural setting, Study 4 found a similar interactive effect of voice and people's power distance beliefs on employees' work attitudes and job performance. Theoretical implications for the justice and cross-cultural literatures are discussed, as are practical implications and suggestions for future research.}, number={4}, journal={Journal of Experimental Social Psychology}, publisher={Elsevier BV}, author={Brockner, Joel and Ackerman, Grant and Greenberg, Jerald and Gelfand, Michele J. and Francesco, Anne Marie and Chen, Zhen Xiong and Leung, Kwok and Bierbrauer, Gunter and Gomez, Carolina and Kirkman, Bradley L. and et al.}, year={2001}, month={Jul}, pages={300–315} }
 @inproceedings{lowe_kirkman_2001, title={Culture’s consequences and leadership research: A quantitative review}, author={Lowe, K.B. and Kirkman, B.L.}, year={2001} }
 @article{kirkman_shapiro_2001, title={THE IMPACT OF CULTURAL VALUES ON JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT IN SELF-MANAGING WORK TEAMS: THE MEDIATING ROLE OF EMPLOYEE RESISTANCE.}, volume={44}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.2307/3069370}, DOI={10.2307/3069370}, abstractNote={Using a field survey of 461 self-managing work team members in four countries, we examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) whether the value-resistance relationships were stronger in some countries than in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending on which type of resistance (to teams or to self-management) and which type of cultural value was being examined. Theoretical and practical implications are discussed.}, number={3}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Kirkman, B. L. and Shapiro, D. L.}, year={2001}, month={Jun}, pages={557–569} }
 @inproceedings{lowe_kirkman_holderness_weitzel_2001, title={Team teaching an MBA leadership course: Mechanisms for integrating internal and external faculty}, author={Lowe, K.B. and Kirkman, B.L. and Holderness, C.D. and Weitzel, S.R.}, year={2001} }
 @article{kirkman_shapiro_2001, title={The Impact of Team Members’ Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams}, volume={32}, ISSN={0022-0221 1552-5422}, url={http://dx.doi.org/10.1177/0022022101032005005}, DOI={10.1177/0022022101032005005}, abstractNote={Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members’ resistance to SMWTs mediated the relationships between team members’ cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully mediated by the level of team resistance to the team-related aspect of SMWTs. Also, we found that teams that were more, rather than less, doing-oriented were also more empowered, and that this relationship was fully mediated by the level of team resistance to the self-managing aspect of SMWTs. The findings suggest that it may behoove managers who are charged with implementing SMWTs to pay close attention to the predominant cultural values inherent in the teams they lead. Additional practical and theoretical implications are discussed.}, number={5}, journal={Journal of Cross-Cultural Psychology}, publisher={SAGE Publications}, author={Kirkman, Bradley L. and Shapiro, Debra L.}, year={2001}, month={Sep}, pages={597–617} }
 @inproceedings{kirkman_shapiro_2001, title={The impact of cultural values on the relationship between team empowerment and team effectiveness: A four-country study}, author={Kirkman, B.L. and Shapiro, D.L.}, year={2001} }
 @article{kirkman_gibson_shapiro_2001, title={“Exporting” teams}, volume={30}, ISSN={0090-2616}, url={http://dx.doi.org/10.1016/s0090-2616(01)00038-9}, DOI={10.1016/s0090-2616(01)00038-9}, number={1}, journal={Organizational Dynamics}, publisher={Elsevier BV}, author={Kirkman, Bradley L and Gibson, Cristina B and Shapiro, Debra L}, year={2001}, month={Jun}, pages={12–29} }
 @inproceedings{lowe_kirkman_peng_2000, title={Employee reactions to leader power, organizational justice, and organizational support: Do they differ in the People’s Republic of China versus the U.S.?}, author={Lowe, K.B. and Kirkman, B.L. and Peng, D.}, year={2000} }
 @article{kirkman_rosen_2000, title={Powering up teams}, volume={28}, ISSN={0090-2616}, url={http://dx.doi.org/10.1016/s0090-2616(00)88449-1}, DOI={10.1016/s0090-2616(00)88449-1}, number={3}, journal={Organizational Dynamics}, publisher={Elsevier BV}, author={Kirkman, Bradley I and Rosen, Benson}, year={2000}, pages={48–66} }
 @inproceedings{tesluk_kirkman_cordery_2000, title={Situational factors influencing the effectiveness of self-managing teams}, author={Tesluk, P.E. and Kirkman, B.L. and Cordery, J.L.}, year={2000} }
 @article{gomez_shapiro_kirkman_2000, title={THE IMPACT OF COLLECTIVISM AND IN-GROUP/OUT-GROUP MEMBERSHIP ON THE EVALUATION GENEROSITY OF TEAM MEMBERS.}, volume={43}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.2307/1556338}, DOI={10.2307/1556338}, abstractNote={In a scenario-based study using Mexican and U.S. samples, when a team member was perceived to be an in-group (rather than an out-group) member, collectivists evaluated that member significantly mor...}, number={6}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Gomez, C. and Shapiro, D. L. and Kirkman, B. L.}, year={2000}, month={Dec}, pages={1097–1106} }
 @inproceedings{kirkman_tesluk_rosen_2000, title={The impact of empowerment, task type, and leader-team demographic fit on the relationship between team demography and effectiveness}, author={Kirkman, B.L. and Tesluk, P.E. and Rosen, B.}, year={2000} }
 @inproceedings{kirkman_lowe_peng_2000, title={The role of procedural justice, perceived organizational support, and individualism-collectivism in motivating organizational citizenship behavior of employees in the People’s Republic of China}, author={Kirkman, B.L. and Lowe, K.B. and Peng, D.}, year={2000} }
 @article{kirkman_shapiro_2000, title={Understanding Why Team Members Won’t Share}, volume={31}, ISSN={1046-4964 1552-8278}, url={http://dx.doi.org/10.1177/104649640003100203}, DOI={10.1177/104649640003100203}, abstractNote={ Research on the effectiveness of team-based rewards (TBRs) is mixed, and empirical research regarding individual-level factors that may influence TBR receptivity is lacking. In a sample of 618 line-level employees representing 57 work teams in a Fortune 50 insurance company, the authors examined the impact of various individual-level factors such as employees’ collectivistic orientation, team-related attitudes, and justice perceptions on employee receptivity to TBRs. As predicted, the authors found that employees were generally more receptive to TBRs when they were collectivistic, preferred teams, were committed to their teams, perceived a fit between TBRs and other organizational changes, rated their teams as highly task interdependent, and perceived procedural and interactional justice. The effects of procedural and interactional justice were even stronger for employees working in teams with higher, rather than lower, levels of task interdependence. The article concludes with implications for both management scholars and managers in charge of implementing TBRs. }, number={2}, journal={Small Group Research}, publisher={SAGE Publications}, author={Kirkman, Bradley L. and Shapiro, Debra L.}, year={2000}, month={Apr}, pages={175–209} }
 @article{kirkman_jones_shapiro_2000, title={WHY DO EMPLOYEES RESIST TEAMS? EXAMINING THE “RESISTANCE BARRIER” TO WORK TEAM EFFECTIVENESS}, volume={11}, ISSN={1044-4068}, url={http://dx.doi.org/10.1108/eb022836}, DOI={10.1108/eb022836}, abstractNote={Conflict and resistance on the part of employees assigned to teams have accompanied the recent increase in the use of work teams in organizations. Previous empirical research identified several sources of employee resistance including violations of fairness, increased work‐load concerns, uncertain manager support, unclear role definitions, and lack of team member social support. From a literature review, we identified additional sources of employee resistance including trust, cultural values, and low tolerance for change. Empirically, we conducted a content analysis of 1,060 open‐ended comments of employees in two Fortune 50 organizations who were newly assigned to self‐managing work teams (SMWTs). The results suggest that employees' concerns did reflect issues of trust and low tolerance for change, but not cultural values. We discuss the implications of our findings for conflict management scholars as well as managers who are charged with handling increased conflict due to employee resistance to teams.}, number={1}, journal={International Journal of Conflict Management}, publisher={Emerald}, author={Kirkman, Bradley L. and Jones, Robert G. and Shapiro, Debra L.}, year={2000}, month={Jan}, pages={74–92} }
 @article{kirkman_rosen_1999, title={BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT.}, volume={42}, ISSN={0001-4273 1948-0989}, url={http://dx.doi.org/10.2307/256874}, DOI={10.2307/256874}, abstractNote={We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction, and organizational and team commitment.}, number={1}, journal={Academy of Management Journal}, publisher={Academy of Management}, author={Kirkman, B. L. and Rosen, B.}, year={1999}, month={Feb}, pages={58–74} }
 @article{shapiro_kirkman_1999, title={Employees’ reaction to the change to work teams}, volume={12}, ISSN={0953-4814}, url={http://dx.doi.org/10.1108/09534819910255315}, DOI={10.1108/09534819910255315}, abstractNote={This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs).  As predicted, we found that anticipatory injustice was significantly positively related to change‐resistance and turnover intentions; and significantly negatively related to employees’ commitment; and that procedural justice can mitigate the latter relationships. Implications for managing change are discussed.}, number={1}, journal={Journal of Organizational Change Management}, publisher={Emerald}, author={Shapiro, Debra L. and Kirkman, Bradley L.}, year={1999}, month={Feb}, pages={51–67} }
 @book{kirkman_lowe_young_1999, place={Greensboro, NC}, title={High Performance Work Organizations: Definitions, Practices, and an Annotated Bibliography}, publisher={Center for Creative Leadership}, author={Kirkman, B.L. and Lowe, K.B. and Young, D.P.}, year={1999} }
 @inproceedings{kirkman_lowe_young_palmer_1999, title={High performance work organizations: Toward a common definition and propositions for implementation}, author={Kirkman, B.L. and Lowe, K.B. and Young, D.P. and Palmer, A.A.}, year={1999} }
 @inbook{gibson_kirkman_1999, place={San Francisco}, title={Our past, present, and future in teams: The role of human resources professionals in managing team performance}, booktitle={Evolving Practices in Human Resources Management: Responses to a Changing World of Work}, publisher={Jossey-Bass}, author={Gibson, C.B. and Kirkman, B.L.}, editor={Kraut, A.I. and Korman, A.K.Editors}, year={1999}, pages={90–117} }
 @article{kirkman_lowe_yaung_1999, title={The Challenge of Leadership in High Performance Work Organizations}, volume={5}, ISSN={1071-7919}, url={http://dx.doi.org/10.1177/107179199900500202}, DOI={10.1177/107179199900500202}, abstractNote={The purpose of this paper is to integrate the diverse literatures on High Performance Work Organizations (HIPO) Varied definitions of the HIPO are presented, common components across the definitions are identified, and then each component is examined in more detail. A model integrating the components is presented and separate sets of leadership challenges for middle and senior managers are inferred from the model.}, number={2}, journal={Journal of Leadership Studies}, publisher={SAGE Publications}, author={Kirkman, Bradley L. and Lowe, Kevin B. and Yaung, Dianne P.}, year={1999}, month={Jan}, pages={3–15} }
 @inproceedings{kirkman_1999, title={The impact of cultural values on employee job satisfaction and organizational commitment in self-managing work teams}, author={Kirkman, B.L.}, year={1999} }
 @inproceedings{gomez_kirkman_shapiro_1999, title={The impact of power distance on the relationship between participation and organizational commitment in Argentina, Mexico, and the United States}, author={Gomez, C.B. and Kirkman, B.L. and Shapiro, D.L.}, year={1999} }
 @inproceedings{kirkman_tesluk_rosen_1999, title={The impact of team demography on team empowerment experiences and team effectiveness}, author={Kirkman, B.L. and Tesluk, P.E. and Rosen, B.}, year={1999} }
 @article{kirkman_lowe_young_1999, title={What is a high-performance work organization?}, volume={19}, ISSN={1093-6092}, url={http://dx.doi.org/10.1002/lia.4070190203}, DOI={10.1002/lia.4070190203}, abstractNote={Leadership in ActionVolume 19, Issue 2 p. 13-15 Article What is a high-performance work organization? Bradley L. Kirkman, Bradley L. Kirkman Adjunct researcher for CCL and assistant professor of business administration at the Joseph M. Bryan School of Business and Economics at the University of North Carolina at Greensboro. He holds a Ph.D. degree from the University of North Carolina at Chapel Hill.Search for more papers by this authorKevin B. Lowe, Kevin B. Lowe Adjunct reseracher for CCL and assistant professor of business administration at the Joseph M. Bryan School of Business and Economics at the University of North Carolina at Greensboro. He holds a Ph.D. degree from Florida International University.Search for more papers by this authorDianne P. Young, Dianne P. Young Group director, strategic relationships, at CCL. She holds an M.A. degree from Appalachian State University.Search for more papers by this author Bradley L. Kirkman, Bradley L. Kirkman Adjunct researcher for CCL and assistant professor of business administration at the Joseph M. Bryan School of Business and Economics at the University of North Carolina at Greensboro. He holds a Ph.D. degree from the University of North Carolina at Chapel Hill.Search for more papers by this authorKevin B. Lowe, Kevin B. Lowe Adjunct reseracher for CCL and assistant professor of business administration at the Joseph M. Bryan School of Business and Economics at the University of North Carolina at Greensboro. He holds a Ph.D. degree from Florida International University.Search for more papers by this authorDianne P. Young, Dianne P. Young Group director, strategic relationships, at CCL. She holds an M.A. degree from Appalachian State University.Search for more papers by this author First published: 30 March 2007 https://doi.org/10.1002/lia.4070190203Citations: 3 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume19, Issue2May/June 1999Pages 13-15 RelatedInformation}, number={2}, journal={Leadership in Action}, publisher={Wiley}, author={Kirkman, Bradley L. and Lowe, Kevin B. and Young, Dianne P.}, year={1999}, pages={13–15} }
 @inproceedings{kirkman_tesluk_rosen_1998, title={Comparing the aggregation of individual responses versus team consensus ratings in measuring team level data: If you want team level data, shouldn’t you ask the team?}, author={Kirkman, B.L. and Tesluk, P.E. and Rosen, B.}, year={1998} }
 @inproceedings{kirkman_lowe_1998, title={Implementing high performance work organizations in global contexts}, author={Kirkman, B.L. and Lowe, K.B.}, year={1998} }
 @inbook{kirkman_1998, place={Greensboro, NC}, edition={7th}, title={Leadership in a team-based organization}, booktitle={Leadership Education: A Source Book of Courses and Programs}, publisher={Center for Creative Leadership}, author={Kirkman, B.L.}, editor={Schwartz, M.K. and Axtman, K.M. and Freeman, F.H.Editors}, year={1998}, pages={153–155} }
 @inproceedings{gomez_kirkman_shapiro_1998, title={The impact of task and maintenance behavior and ingroup-outgroup relations on reward allocation: A cross-cultural comparison of Mexico and the United States}, author={Gomez, C.B. and Kirkman, B.L. and Shapiro, D.L.}, year={1998} }
 @inproceedings{maznevski_gibson_kirkman_1998, title={When does culture matter?}, author={Maznevski, M.L. and Gibson, C.B. and Kirkman, B.L.}, year={1998} }
 @inbook{kirkman_rosen_1997, place={Greenwich, CT}, title={A model of work team empowerment}, volume={10}, booktitle={Research in Organizational Change and Development}, publisher={JAI Press}, author={Kirkman, B.L. and Rosen, B.}, editor={Woodman, R. and Pasmore, W.Editors}, year={1997}, pages={131–167} }
 @inproceedings{kirkman_1997, title={Contextual predictors of work team empowerment: The role of leadership, production/service environment, human resources, and organizational structure in creating empowered teams}, author={Kirkman, B.L.}, year={1997} }
 @article{kirkman_shapiro_1997, title={The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness}, volume={22}, ISSN={0363-7425}, url={http://dx.doi.org/10.2307/259411}, DOI={10.2307/259411}, number={3}, journal={The Academy of Management Review}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Shapiro, Debra L.}, year={1997}, month={Jul}, pages={730} }
 @inproceedings{kirkman_1997, title={The impact of cultural values on employee resistance to teams: A comparative analysis of self-managing work team effectiveness in Belgium, Finland, the Philippines, and the United States}, author={Kirkman, B.L.}, year={1997} }
 @inproceedings{kirkman_tesluk_cordery_1997, title={Toward a model of team performance for the 21 st Century: How the interaction of skill development, team empowerment, and self-management creates high performance work teams}, author={Kirkman, B.L. and Tesluk, P.E. and Cordery, J.L.}, year={1997} }
 @inproceedings{kirkman_shapiro_1997, title={Why team members won’t share: Individual- and team-level correlates of employee receptivity to team-based rewards}, author={Kirkman, B.L. and Shapiro, D.L.}, year={1997} }
 @article{kirkman_shapiro_novelli_brett_1996, title={Employee concerns regarding self-managing work teams: A multidimensional justice perspective}, volume={9}, ISSN={0885-7466 1573-6725}, url={http://dx.doi.org/10.1007/bf02197656}, DOI={10.1007/bf02197656}, number={1}, journal={Social Justice Research}, publisher={Springer Science and Business Media LLC}, author={Kirkman, Bradley L. and Shapiro, Debra L. and Novelli, Luke, Jr. and Brett, Jeanne M.}, year={1996}, month={Mar}, pages={47–67} }
 @article{kirkman_shapiro_1996, title={THE IMPACT OF NATIONAL CULTURE ON EMPLOYEE RESISTANCE TO TEAMS: TOWARD A MODEL OF GLOBALIZED SELF-MANAGING WORK TEAM EFFECTIVENESS.}, volume={1996}, ISSN={0065-0668 2151-6561}, url={http://dx.doi.org/10.5465/ambpp.1996.4979620}, DOI={10.5465/ambpp.1996.4979620}, abstractNote={As a result of global competition and downsizing, multinationals increasingly use self-managing work teams in their foreign affiliates. We identify aspects of national culture that will likely affe...}, number={1}, journal={Academy of Management Proceedings}, publisher={Academy of Management}, author={Kirkman, Bradley L. and Shapiro, Debra L.}, year={1996}, month={Aug}, pages={156–160} }
 @inproceedings{kirkman_rosen_1996, title={Testing a model of team empowerment: An empirical investigation of the antecedents and outcomes of empowered self-managing work teams}, author={Kirkman, B.L. and Rosen, B.}, year={1996} }
 @inproceedings{kirkman_rosen_1996, title={Toward a model of team empowerment}, author={Kirkman, B.L. and Rosen, B.}, year={1996} }
 @inbook{novelli_kirkman_shapiro_1995, place={San Francisco}, title={Effective implementation of organizational change: An organizational justice perspective}, volume={2}, booktitle={Trends in Organizational Behavior}, publisher={Jossey-Bass}, author={Novelli, L., Jr. and Kirkman, B.L. and Shapiro, D.L.}, editor={Cooper, C. and Rousseau, D.Editors}, year={1995}, pages={15–36} }
 @inproceedings{kirkman_shapiro_novelli_1994, title={Employee resistance to teams: A justice perspective}, author={Kirkman, B.L. and Shapiro, D.L. and Novelli, L., Jr}, year={1994} }