ORCID Profile
0000-0002-1655-7351
Current Organisation
Pepperdine University Graziadio School of Business and Management
Does something not look right? The information on this page has been harvested from data sources that may not be up to date. We continue to work with information providers to improve coverage and quality. To report an issue, use the Feedback Form.
Publisher: SAGE Publications
Date: 10-01-2021
Abstract: What happens when global workers identify with their culture, organization, work unit profession, and team all at the same time? Workers may experience these identities as compatible, or in conflict, with one another. The purpose of this article is to reveal attributes of global workers that lessen intrapersonal identity conflict, and to show that doing so is critical for thriving in global work, in order to help these workers learn how to navigate their various sources of identity. We empirically examined identity conflict among 122 workers of a multinational mineral refining firm, who worked across five locations globally. Our findings revealed that the higher the tolerance for ambiguity and resilience, and the stronger the team identification, the less the intrapersonal identity conflict experienced, and the more the workers thrived at work, experiencing simultaneously greater learning and physical vitality. Identity conflict explained variance in thriving beyond that explained by the strength of identification with specific identities, such as national cultural identity or team identity. These findings extend prior research which has focused on the strength of a single identity or the relationship among two identities, and is the first to show effects of in idual characteristics on identity conflict and the impact of identity conflict on in idual thriving among global workers. We discuss implications for theory and practice.
Publisher: Wiley
Date: 03-05-2023
DOI: 10.1002/HRM.22117
Abstract: Human resource (HR) managers play a critical role in supporting workers during organizational crisis recovery, but this support is h ered when employee energy is drained during difficult times. We develop relational theory and practical suggestions to address how employees can generate energy from interpersonal interactions in a post‐crisis context. Drawing from interviews, field observations, and archival data of interpersonal interactions in the surf and boardsport industry in the wake of the Global Financial Crisis, we investigated in idual energetic contributions and the process which generated relational energy, defined as psychological resourcefulness generated from interpersonal interactions that enhances work capacity. Our analysis revealed that in the aftermath of a crisis, employees generated relational energy by engaging in processes of perspective taking and interpersonal adjustment while engaging in crisis‐recovery work. This was particularly true when their personal contributions to the interactions were negative or neutral in valence and of low intensity. This is in contrast to assumptions in the literature and industry cultural norms, but was essential to fueling interdependent work efforts during crisis recovery. These findings extend and refine theory on energy at work to help inform HR practice by developing understanding of how the energy generated from other people can be an important resource to help sustain crisis recovery, and how HR managers can support these processes.
Publisher: Informa UK Limited
Date: 11-01-2021
Publisher: SAGE Publications
Date: 27-01-2021
Abstract: We apply insights from organizational behavior, psychology, and sociology to make the case that the community in which a firm is embedded is a valuable, rare, inimitable, and nonsubstitutable resource that holds potential as a source of sustained competitive advantage. First, we review several key principles of the resource-based view (RBV) and show how they apply to community as a strategic resource, incorporating prior work that simultaneously addresses communities and RBV. Next, we juxtapose pairs of firms in the same industries, comparing those that have embraced this strategy with those that have not, demonstrating the superior sustainability of the firms that consider community as a strategic resource. Finally, we conclude with thoughts as to a future research agenda that allows for an expansion of the concept of resources to further the development of RBV, the firms that apply it, and the communities in which they are embedded. In doing so, we demonstrate how expanding RBV to incorporate the community as strategic resource contributes to managerial theory, research, and practice.
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 05-2022
Abstract: Despite the dynamic nature of knowledge-related activities and the availability of a variety of communication technologies, many global teams habitually use technology in the same way across activities. However, as teams move through cycles of accumulating, integrating, and implementing knowledge, the purposes for communication technologies change. Current theorizing and empirical work on team knowledge management has yet to develop a dynamic theory that incorporates these changes. By conducting a multiwave, mixed method analysis of 48 global teams, we develop a theory of how global teams sustain effectiveness through technology affordance processes. We found that effective teams are those that recognize cues indicating change is necessary and coevolve a symbiosis between new activities, new purposes for interaction, and new uses of communication technologies. This coevolution of purpose with technology use forms new affordances, which enable the team to move on to new knowledge management activities and sustain effectiveness. Our theory more realistically models the dynamics of staying connected while sharing, combining, and implementing knowledge across the globe.
Location: United States of America
No related grants have been discovered for Cristina Gibson.