Cross-cultural organizational behavior.

By Michele J. Gelfand, Miriam Erez, Z. Aycan. Annual Review of Psychology, 2007

1,233 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7eb75e240feebd736eedef0ae972d288866a18e8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Linn van Dyne
2. Michele J. Gelfand
3. Soon Ang
4. Kerri Anne Crowne
5. V. Taras
6. Subrata Chakrabarty
7. Olivier Furrer
8. Jiing-Lih Farh

In Organizational Behavior and Human Resource Management

1. Fred Walumbwa
2. Thomas W. H. Ng
3. Bradley L Kirkman
4. Ning Li
5. Bruce J. Avolio
6. Neuza Ribeiro
7. Simon C. H. Chan
8. John Antonakis

In Social Psychology

1. Fred Walumbwa
2. Linn van Dyne
3. Neuza Ribeiro
4. Bradley L Kirkman
5. Bruce J. Avolio
6. V. Taras
7. Michele J. Gelfand
8. Miguel Pina e Cunha

Citations in the corpus

• Workers' perception of workplace bullying: A cross-cultural study (2011, background): “As noted by Gelfand et al. (2007) in a recent annual review on cross-cultural organizational behaviour, there is a substantial body of cross-cultural research that has, for example, found similarities and differences between countries with regard to concepts such as commitment, organizational…”
• Leadership styles and group organizational citizenship behavior across cultures (2007, background): “Also, culture moderates the relationship between leadership and different employees’ outcomes, such as satisfaction and turnover, as well as work unit productivity (Gelfand et al., 2007).”
• Challenges and opportunities affecting the future of human resource management (2015, background): “Most of the theories in HR and Organizational Behavior (OB) were developed inWestern nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007).”
• Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, neutral): “Cultural values affect individuals’ interpretations and reactions to various situations at work (see Gelfand et al. 2007 for reviews).”
• An Ecological Systems Perspective on Mentoring at Work: A Review and Future Prospects (2011, background): “Researchers have documented how dynamics of social exchange and reciprocity and differences related to gender roles and expectations differ across cultures (Chua, Morris, & Ingram, 2009 ; Gelfand, Erez, & Aycan, 2007 ; Ho, 1993 ; Yuki, Maddux, Brewer, & Takemura, 2005 ).”
• Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance (2007, background): “Relatively little research, however, focuses on factors that could improve intercultural encounters (Gelfand et al., 2007).”
• Peering into the “Magnum Mysterium” of Culture (2009, methodology): “Benefiting from the pioneering theoretical and empirical work of Hofstede (1980), Schwartz (1992), Triandis (1972), and Kluckhohn and Strodtbeck (1961), cross-cultural psychology has adopted the difference in attitudes and values perspective as a nearly paradigmatic explanation of culture influence.”
• Leadership and Team Cohesiveness Across Cultures (2009, background): “This clearly has implications also for team processes (Gelfand et al., 2007).”
• Toward a Goal Orientation–Based Feedback-Seeking Typology (2014, background): “…of protecting others’ face and maintaining harmony (Westwood, 1997) and the cultural orientation toward self-improvement (Bailey, Chen, & Dou, 1997; Gelfand et al., 2007), Chinese employees may seek other-positive more than other-negative information, and selfnegative more than self-positive…”