Cristina B. Gibson’s research while affiliated with Pepperdine University and other places

Digitalization and global disruptions have fundamentally changed how we approach work. Global virtual work has become increasingly widespread in recent years, often replacing or complementing traditional expatriation and international business travel. To advance our understanding of this phenomenon, we systematically reviewed the literature on global virtual work, distinguishing it into three domains: global virtual teams, distributed work, and the use of digital technologies. For each domain, we examined key actors, their objectives, underlying theories, methodologies, and findings. The first domain provides insights into the antecedents, moderators, and mediators of the effectiveness of global virtual teams. The second domain explores individual and organizational research on diverse distributed work arrangements, such as offshoring, global platforms, and global nomads. The third domain addresses the enabling and moderating roles that digital technologies play in facilitating global virtual work. Synthesizing prior research, we developed a multilevel conceptual framework that integrates inputs, processes, and outcomes of global virtual work, offering novel perspectives. We outlined promising opportunities for future research across four themes: people, technology, context, and time. Additionally, we examined the practical implications of our findings for policymakers, managers, and individual workers as they navigate the evolving landscape of global virtual work.

The Oxford Handbook of Cross-Cultural Organizational Behavior comprises 28 chapters organized in six sections that provide the most recent and compelling evidence that cross-cultural and global perspectives are essential to understanding organizational behavior. Part I of the Handbook begins with a discussion of fundamental theoretical and methodological issues in cross-cultural OB research. Part II focuses on Culture and Organizational Entry, including culture and recruitment and selection, training and development, appraisal and management of performance, and careers across the lifespan. Part III turns to Culture and Individual Behavior in Organizations, focusing on cultural influences on motivation, job attitudes, justice, creativity, deviance, and stress and well-being. Part IV moves to Social Dynamics in Organizations, with chapters on cultural influences on trust, leadership, teams, communication, and conflict and negotiation. Part V examines Culture at the Organizational Level, including culture and social networks, strategic management, and organizational change and development. Part VI turns to the Cross-Cultural Organizational Interface, including culture and consumer behavior, work–family dynamics, global mobility, joint ventures and alliances, multinational enterprises and Global HRM (human resource management), corporate social responsibility and sustainability, and cultural intelligence and global identity. The final chapter analyzes the research–practice interface and gaps within cross-cultural OB. The authors reflect on our seminal theories and empirical discoveries and provide a thoughtful window into the future of research in cross-cultural OB for decades to come. With a science–practitioner model in mind, they also identify key practical insights for managers operating in this brave new globalized world.

Prior research has questioned the utility of empowerment for high power distance employees. Rather than abandon empowerment in these contexts, we test the plausibility of empowering high power distance employees vicariously through observation, normalization and legitimization of empowered behavior. Extending theories of empowerment and social cognition to account for cultural norms, we provide evidence for the effectiveness of vicarious empowerment among those with high power distance. From a sample of 3,383 employees in 10 companies across six countries, we find a positive association between vicarious empowerment and subjective unit performance, that this relationship is mediated by empowerment climate, and that the indirect effect is moderated by power distance orientation. These relationships contrast with prior research which examines more traditional forms of empowerment across cultures. We explain how our findings inform theory on cross-cultural organizational psychology and workplace empowerment.

Corruption is often seen as one of the root causes of pressing national and global challenges. The persisting stark national differences in corruption levels and their potential causes have thus attracted growing interest from international business scholars. The objective of this study was to reexamine key factors that predict levels of national corruption. Drawing on comprehensive personality data from over 5 million respondents across 87 nations, and numerous dimensions of national culture, the study examines the relative importance of national personality versus national culture and wealth as predictors of national corruption. Regression analysis found that collectivism (particularly societal practices pertaining to collectivism) and wealth were robust predictors of corruption. In contrast, there was no consistent support for the effects of the Big Five personality traits aggregated to the national level, above and beyond the effects of national culture and wealth. These findings highlight and specify the important role played by national culture, and call into question previous research on national personality and corruption. More broadly, our study further highlights the need to exert caution when examining the influence of national-level personality, and the need for cross-national personality researchers to improve the validity, interpretability, and replicability of their work.

Expectations for where and when work should take place changed radically for workers through the COVID-19 global pandemic. Now that COVID-19 no longer poses a significant safety threat for the typical worker, executives at many organizations are now expecting their employees to return to the office. The issues seem to revolve around perceived barriers to culture, collaboration, and innovation when employees are not present together in the office. Yet, many employees strongly resist a return to the office. They have experienced well-being, productivity, and autonomy benefits from a remote and hybrid work arrangement. Rigid return to office rules feel outdated, manipulative, and controlling to many employees. In the current article we explore expert opinion on the issues of culture, collaboration, and innovation. Specifically, we ask whether a return to office will improve these aspects of organizational functioning and we outline evidence that leads us to provide an answer these questions. Executives and managers may find these expert opinions useful in their consideration of workplace policies and guidelines for the use of remote, hybrid, and in office work arrangements in their organizations.