MULTINATIONAL ORGANIZATION CONTEXT: IMPLICATIONS FOR TEAM LEARNING AND PERFORMANCE

By Mary E. Zellmer-Bruhn, Cristina B. Gibson. 2006

400 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1c22f6e9e5a1549c2ee766d0c0de2cd20d8d7d51

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Citations in the corpus

The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization (2010, background): “Only a few studies have explicitly considered the importance of teams’ external interactions, for example by examining the role of outside coaches (Manz & Sims, 1993), reward systems (Wageman, 1995), and corporate strategic priorities (Zellmer-Bruhn & Gibson, 2006).”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, methodology): “Moderators tested thus far include task type (Van der Vegt & Bunderson, 2005) and industry context (Zellmer-Bruhn & Gibson, 2006); moderators suggested but not formally tested include team type (Edmondson, 2003, , 1999) and knowledge tacitness (Edmondson, Winslow, Bohmer, & Pisano, 2003).”
Person-Group Fit (2015, methodology): “Group performance was measured with a five-item scale adapted from Zellmer-Bruhn and Gibson (2006), which captures goal achievement and effectiveness.”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “The alignment of micro- and macro-contextual features represents a fruitful avenue for future research (cf. Tesluk et al., 1999; Zellmer-Bruhn & Gibson, 2006).”
Learning from conflicts? The relations between task and relationship conflicts, team learning and team performance (2009, background): “Several authors (Edmondson, 1999; Edmondson, Bohmer, & Pisano, 2001; van der Vegt & Bunderson, 2005; Zellmer-Bruhn & Gibson, 2006) show that learning behaviour in teams is positively associated with team performance.”
The influence of language differences on power dynamics in multinational teams (2017, background): “As recommended by Zellmer-Bruhn & Gibson (2006), we also included senior managers into our sample, allowing us to obtain a profound understanding of each team’s organizational context.”
Linking learning and knowledge creation to project success in six Sigma Projects: An empirical investigation (2013, background): “…such as group interaction processes (Van der Vogt and Bunderson, 2005), the extent to which a team creates new processes and practices (Zellmer-Bruhn and Gibson, 2006), respondent’s perceptions of their future learning behaviour in the team (Sarin and McDermott, 2003), team activities…”
An Exploratory Study of Group Development and Team Learning (2015, background): “…team refl exivity, and experimentation affect the construction of shared mental models and team effectiveness (e.g., De Dreu, 2007; Edmondson, Bohmer, & Pisano, 2001; Savelsbergh, Storm, & Kuipers, 2008; Van den Bossche, Gijselaers, Segers, & Kirschner, 2006; Zellmer-Bruhn & Gibson, 2006).”
Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners (2010, background): “…Bunderson 2005), team processes (Drach-Zahavy and Somech 2001, West and Anderson 1996), team identity (Van der Vegt and Bunderson 2005), team stability (Edmondson et al. 2003, Reagans et al. 2005), team context (Zellmer-Bruhn and Gibson 2006), and team leader behavior (Nembhard and Edmondson 2006).”
The relationships between team learning activities and team performance (2009, methodology): “Whereas several authors (Chan et al., 2003b; Edmondson, 1999; Edmondson et al., 2001b; van der Vegt and Bunderson, 2005; van Offenbeek, 2001; Zellmer-Bruhn and Gibson, 2006) show that team learning behaviour is positively related to team performance, what has not yet been studied is how different ty”