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The authors integrate two complementary streams of research on "fit" that document positive impacts of similarity and negative effects of dissimilarity. Fit with an organization's culture typically focuses on similarity in values whereas relational demography examines similarity in demographic attributes. Although both streams emphasize fit and draw on similar underlying theories, little research investigates both simultaneously. In a field study with intact teams, both cultural and demographic fit had independent effects on subsequent performance; however, "deeper" value fit effects were stronger than "surface" demographic fit. Analyses by demographic group suggest that person-group fit has the greatest impact for individuals whose demographic background puts them at risk for poorer outcomes, particularly for socioeconomic status.

Can groups become effective simply by assembling high-status individual performers? Though an affirmative answer may seem straightforward on the surface, this answer becomes more complicated when group members benefit from collaborating on interdependent tasks. Examining Wall Street sell-side equity research analysts who work in an industry in which individuals strive for status, we find that groups benefited—up to a point—from having high-status members, controlling for individual performance. With higher proportions of individual stars, however, the marginal benefit decreased before the slope of this curvilinear pattern became negative. This curvilinear pattern was especially strong when stars were concentrated in a small number of sectors, likely reflecting suboptimal integration among analysts with similar areas of expertise. Control variables ensured that these effects were not the spurious result of individual performance, department size or specialization, or firm prestige. We discuss the theoretical implications of these results for the literatures on status and groups, along with practical implications for strategic human resource management.

Purpose
This study aims to test negotiation outcomes when bilinguals negotiate in a foreign rather than their native language. Decision research on the foreign language effect indicates that bilingual individuals may be less susceptible to framing bias when using a foreign language because they make less emotional and biased choices. With increasing international business activity, there is a pressing need to examine the effect of language on bilingual negotiators.


Design/methodology/approach
The authors tested the hypotheses using a two (task frame: gain vs loss) × 2 (language: foreign vs native) factorial design recruiting 246 Korean–English bilinguals. A negotiation simulation with three issues was used, and participants exchanged offers with a preprogrammed computer they believed to be a real counterpart.


Findings
There was no significant interaction effect between framing and language on the offers made, but the framing effect was mitigated and nonsignificant for negotiators who used their foreign language. The interaction between framing and language conditions significantly affected negotiators' positive emotions and satisfaction with the negotiation.


Originality/value
The uniqueness of this paper is related to its effort to investigate the effect of negotiation language on a negotiator's decision-making. Considering globalization and the increasing prevalence of international negotiations, this paper has implications for researchers and practitioners.

Do initial trustworthiness beliefs only have a short-term, temporary effect on one's behavior and perceptions? Or might these initial beliefs have a lasting, robust effect that persists over time and in subsequent interactions? Trust development theories do not provide a consistent answer. Some research predicts the initial trustworthiness belief will be fleeting, whereas other research suggests it will have a more lasting role. We reconcile these different predictions by drawing on accessibility theory, and by conducting a longitudinal field study and two experimental studies. Our research tests the impact of initial trustworthiness beliefs on behaviors and perceptions following an exchange in which the trustworthiness of a counterpart plays a critical role. The studies confirm that initial trustworthiness beliefs continue to affect perceivers' behaviors and perceptions in a subsequent exchange, even after a trust violation. However, following a two-week delay between interactions, the relationship becomes more complex. Our findings contribute to the trust literature by demonstrating the mostly robust nature of initial trustworthiness beliefs and explaining why and how these beliefs motivate future perceptions and behaviors.