Suchergebnisse

The relationship between self-complexity, strategic motivation, and organizational processes such as staffing seems lacking in the human resources management and organizational behavior (OB) literatures. In two studies we examined the self-complexity of potential employees with and without cross-cultural experience as determinant of preferences of employers mediated by strategic motivations of organizations. We found in a sample of 40 organizations from an emerging economy, Ghana, that employers seemed to prefer employees with cross-cultural experience who are perceived to facilitate achievement of their strategic motivations. Implications for international human resources management are discussed.

We propose an extension of the Hollenbeck, Beersma, and Schouten team context model to include a fourth dimension: virtuality—the distance between team members. Based on an analysis of 29 unique approaches to conceptualizing virtuality and a critical comparison of these approaches with the Hollenbeck et al. framework, we recommend that virtuality be measured, along with skill differentiation, authority differentiation, and temporal stability when conducting team research. We conclude that the addition of this redefined construct, virtuality, is warranted based on the following: (a) its uniqueness versus the other dimensions, (b) its impact on team outcomes, and (c) the moderating or interaction effects between virtuality and the other contextual dimensions.