ince the early 1980s, Michael Porter's strategic typology has been one of the most widely accepted methods of discussing, categorizing, and selecting company strategies. Porter's novel idea that strategies can be classified into generic types (differentiation, cost leadership, focus or combination) has been the basis for much of the strategy research and practice in the past quarter century. Porter contends that by implementing one of these strategies, a company will have a competitive advantage and earn above average industry returns.

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This study examines the relationship between the equity sensitivity orientation of individuals and their exhibition of organizational citizenship behaviors in a team setting. Equity sensitivity theory posits that individuals differ in their equity orientation. Individuals on the benevolent end of the scale do not mind if they are giving more than they are receiving. Conversely, individuals at the entitled end of the spectrum prefer to be in a situation where they are receiving more than they are giving. Participants were administered the Equity Sensitivity instrument (ESI) at the beginning of a team project to determine their equity orientation. At the conclusion of the team project, participants were asked to evaluate their teammates' citizenship behaviors. Through a regression analysis, a significantly positive relationship was found between equity sensitivity scores and team citizenship behaviors. Those participants holding a more benevolent orientation were significantly more likely to exhibit citizenship behaviors as reported by their teammates.

Purpose This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to influence team outcomes, little is known about how it influences them. Integrating the social constructionist and social psychology perspectives, this study argues that CCE ignites a climate of psychological safety resulting in “joint-action” necessary for positive team outcomes. Design/methodology/approach Survey data were collected from 301 team members from US firms operating in different industries. Data were analyzed using SmartPLS. Findings The study establishes CCE as an antecedent to psychological safety and demonstrates that psychological safety mediates the relationship between CCE and team effectiveness. Research limitations/implications This is one of the initial studies to show how verbal behaviors socially construct team dynamics in the shape of psychological safety to influence team outcomes. In doing so, the authors advance the theory pertaining to the role of social exchanges in team processes and outcomes. Practical implications The results provide insights on how managers can improve team outcomes by influencing the conversational environment of the team to elicit feelings of psychological safety. The results also suggest that managers must focus on relational outcomes as well, along with performance outcomes. Originality/value From a social constructionist perspective, team development is built upon the verbal behaviors of the members as they pursue tasks. However, the extant group dynamics literature undervalues conversations’ role in team processes and outcomes. This is the first study that examines the link between a team's conversational environment, psychological safety and team outcomes.

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This study examined the effects of collaboration mode (collocated versus non-collocated videoconferencing-mediated) on team learning and team interaction quality in a team-based problem solving context. Situated learning theory and the theory of affordances are used to provide a framework that describes how technology-mediated collaboration affects both the technical/ operational and social aspects of team-based problem solving. An empirical interpretive research approach using direct observation is used to interpret, evaluate and rate observable manifested behaviors and qualitative content (i.e., discussions) associated with team learning. The study's findings revealed that facilitation of coordinated discourse and team member contributions as well as maintenance of a positive social climate are essential to the realization of greater team learning and interaction quality. Theoretical, methodological, and practical implications of the study are also discussed.

Purpose – The purpose of this paper is to determine if “fit” and “non-fit” between authoritarian versus demonstrator teaching and visual versus verbal learning preferences differ in impact on Chinese MBA student academic performance in a large local urban Chinese university setting. In addition, the role of Chinese cultural behavioral tendencies in dictating specific teaching and learning style preferences among Chinese MBA students is also examined. Design/methodology/approach – Subjects were 135 Chinese MBA students that indicated their learning style preference (verbal or visual) and predominant teaching style encountered (authoritarian or demonstrator). Analysis of variance (ANOVA) main effects were used to identify the best teaching style and best learning style. ANOVA interaction effects were used to test the meshing hypothesis (i.e. teaching-learning style “fit” versus “non-fit” conditions). Findings – The results provided support for the mesh hypothesis – teaching style – learning style fit does matter. In general, authoritarian teaching was superior to demonstrator, and verbal learning was superior to visual. Findings also suggest that the demonstrator teaching style may better handle different learning styles (e.g. both verbal and visual) simultaneously as compared to the classic authoritarian teaching style. Research limitations/implications – The findings support and contribute to the body of knowledge about the mesh hypothesis and provide the foundations for further longitudinal studies evaluating teaching and learning styles learning styles in a multicultural and cross-cultural context. A limitation of the study is that self-report responses were used and the data were collected at one Chinese university. Practical implications – The results suggest that instructors are likely to reach only a selected few students if it is assumed that all students learn in the same way or based on cultural orientation alone. University administrators should be aware of the role of cultural tendencies related to teaching and learning and how cross-cultural communication and multicultural awareness can provide insights into strategies for social and academic integration of foreign students. Originality/value – To date, the meshing hypothesis has received far less theoretical or empirical attention than the general learning style and teaching style hypotheses. This study addresses that gap.

The paper reports on the role of HRD towards the changing practices of OD in the companies. OD practitioners always utilize HRD processes to speed up the success based on the OD practices. The best corporate thinking is to lead company towards success with simplified models & processes. This paper submits a basic approach of four steps that elaborate the role of HRD and justifies the practices of OD as required in modern companies. There are various processes that are used as company development but HRD; OD & CMP are the dominant factors for companies" success. Organizations are not interested in evaluating and adopting complex processes but looking for simplified tactics to achieve the results as desired. This paper will describe the practical framework based on the four steps that are basic parameters of OD with required explanations of HRD roles. Top companies have maintained such strategic role in sequential way by putting organizational management as initial point that builds the strategic lines for organizational development. There are many things that keep changing the shape of an organization but HR & OD remains same. The innovations in technology, the development of employees or organizational hierarchy depends on the trends of workforce. Workforce can put company into different shape in order to lead for success. This is the corporate approach that is linked with the practices of HRD & OD in modern organizational times. All different specialized managers seek different opportunities in the modern practices. HR managers utilize the development opportunity from organizational management perspectives and this can be possible due to the combined activities of HRD & OD in modern companies. This paper is mainly concerned to HRD role in OD that is termed as corporate thinking and evaluated on the success of ETISALAT.