The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance.

By Bradley L Kirkman, Debra L. Shapiro. 2001

747 citations recorded by the source corpus.

Subfields: Leadership and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/41c39a481000a719b851802163fc177141af4786

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Citations in the corpus

The Impact of Team Atmosphere on Knowledge Outcomes in Self-managed Teams (2005, background): “…past two decades have witnessed a dramatic increase in the use of selfmanaged teams (Cohen and Ledford 1994; Goodman et al. 1988; Kirkman and Rosen 1999; Kirkman and Shapiro 1997, 2001; Kirkman et al. 2001; Nicholls et al. 1999; Trist et al. 1977; Wall et al. 1986; Wellins et al. 1990).”
Self‐Employment and Job Satisfaction: Investigating the Role of Self‐Efficacy, Depression, and Seniority (2004, background): “…tardiness, intentions to turnover, actual turnover, job performance, organizational citizenship behavior, burnout, physical and psychological well being, and life satisfaction (Judge and Bono 2001; Kirkman and Shapiro 2001; Brief 1998; Spector 1997; Brown and Peterson 1993; Judge and Locke 1993).”
To prosper, organizational psychology should… adopt a global perspective (2008, background): “For example, collectivism has been linked to resistance to teams at the individual (Kirkman & Shapiro, 1997) and team levels (Kirkman & Shapiro, 2001), yet the meaning of these constructs at different levels, and the processes that produce effects generally remain unspecified.”
Dead Or Alive? The Development, Trajectory And Future Of Technology Adoption Research (2007, background): “…al. 1983), full-time vs. part-time (e.g., Eberhardt and Shani 1984), occupational differences (e.g., Ivancevich 1969), race and related cross-cultural differences (e.g., Jones et al. 1977; Kirkman and Shapiro 2001; Liu et al. 2004; Moch 1980), and value importance (e.g., Butler 1983), among others.”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “Such resistance has been shown to be associated with lower job satisfaction and lower organizational commitment (Kirkman & Shapiro, 2001; Maynard, Mathieu, Marsh, & Ruddy, 2007), supporting the notion that some workers consider empowerment as inconsistent with their desires and role perceptions.”
Self-Leadership: A Multilevel Review (2011, background): “At an even broader level, Kirkman and Shapiro (1997, 2001) have examined how cultural values, such as collectivism/individualism, contribute to employees’ resistance to the concept of self-leading teams.”
Teachers’ Engagement at Work: An International Validation Study (2012, background): “…found links between work commitment and cultural values (e.g., individualism, power distance, and masculinity) for teachers in Israel, whereas Kirkman and Shapiro (2004) found significant relationships between workplace motivation and cultural beliefs across Western and non-Western countries.”
Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions. (2010, background): “…found that organizationbased self-esteem mediated the relationship between collectivism and organizational citizenship behavior, and both cooperation (Eby & Dobbins, 1997) and resistance to teamwork (Kirkman & Shapiro, 2001) mediated the relationship between collectivism and team performance.”
Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. (2011, background): “As a result, organizational members forgo collaboration in lieu of pursuing self-interests, which negatively impacts employees' collective attitudes toward the organization (Kirkman & Shapiro, 2001).”
Benevolent Leadership: Conceptualization and Construct Development (2011, methodology): “When the factor structure can be determined a priori from theory, as proposed in this research, using both confirmatory factor analysis and exploratory factor analysis is preferable (Kirkman and Shapiro 2001).”
When Preference Is Not Satisfied but the Individual Is (2014, neutral): “Yet, people from high-PD cultures tend to rely on authority for clear orders and directions (Dickson, Den Hartog, & Mitchelson, 2003); they also tend to avoid self-management (Kirkman & Shapiro, 2001).”