When distance is good: A construal level perspective on perceptions of inclusive international language use

Klitmøller, Anders; Lauring, Jakob

doi:10.1016/j.ibusrev.2015.05.006

Cited by 23 publications

(15 citation statements)

References 101 publications

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“…Openness to diversity was measured by a three‐item scale adapted from Hobman et al . 's () for openness to value diversity recently used by Lauring and Selmer () and in an adapted version by Klitmøller and Lauring (). Sample item: ‘In my team, members make an extra effort to listen to people who hold different work values and/or motivations’ (alpha=.68).…”

Section: Methodsmentioning

confidence: 99%

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

Lauring

Villeséche

2017

European Management Review

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While gender diversity is slowly becoming an expected characteristic of teams, both academics and practitioners still need to better understand the relation between contextual characteristics and team composition for the performance of gender diverse teams. In this article, we investigate the relationship between diversity attitudes and the performance of gender diverse teams, and further, we show how numerical team gender composition is a key link in this relationship. Based on survey responses from 1,085 academic team leaders, we show that openness to diversity is strongly associated with team performance. We also find a moderating effect of the degree of gender diversity, so that the effect of openness to diversity, as positive team level diversity attitudes, is stronger when team gender composition converges towards numerical balance. These findings bridge critical mass theory and diversity and performance scholarship by establishing the joint effect of compositional and contextual characteristics on the performance of gender diverse teams.

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Section: Methodsmentioning

confidence: 99%

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

Lauring

Villeséche

2017

European Management Review

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“…In this regard, Selmer et al (forthcoming) found that for expatriate academics, it was easier to adjust to foreign-owned university units than to local ones. Another theme that expatriate academic research has focused on is intercultural language use (Klitmøller and Lauring, 2016; Lauring and Klitmøller, 2015). Here, Selmer and Lauring (2015) found academic expatriates who manage to learn a difficult host country language to adjust better than those who learn an easier host language.…”

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confidence: 99%

Work engagement and intercultural adjustment

Selmer

Lauring

2015

Int'l Jnl of Cross Cultural Management

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While engagement seems to have promising prospects for predicting organizational behavior in domestic organizations, few scholars have included this in cross-cultural management research. We use survey results from 640 self-initiated expatriate academics in Greater China to study the relation between work engagement and intercultural adjustment. We focus on expatriates in Greater China because in terms of economy, this is a fast growing area and because, with regard to language and culture, this region deviates substantially from the Western countries that most expatriates there come from. This is not least in relation to age perceptions. Contrary to the dominating theoretical position, we found that the different dimensions of work engagement, namely vigor, dedication, and absorption, have different effects on intercultural adjustment. Moreover, we found that the effect of job dedication on reducing time to proficiency was stronger for older expatriates.

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“…Even in recent times, when virtual teams are not a novelty anymore, scholars continue to wonder at positive results. For example, Klitmøller and Lauring (2016) interpreted their finding that virtual team members are open to language diversity as “highly interesting because it indicates that temporal and spatial distance … might not have only negative influences” (p. 282), and Schinoff et al (2020) characterized research findings that virtual team members do develop positive interpersonal relationships as “curious” (p. 1396).…”

Section: Discussionmentioning

confidence: 99%

The impact of virtuality on team effectiveness in organizational and non‐organizational teams: A meta‐analysis

Purvanova

Kenda

2021

Applied Psychology

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We meta‐analytically assess the virtuality‐team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g. earnings), performance (e.g. customer ratings), social (e.g. cohesion), and team member (e.g. project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non‐organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta‐analytically assess the issue of results generalizability from non‐organizational to organizational settings, and find that overall, results from non‐organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non‐organizational to organizational studies. We find that results from non‐organizational studies using undergraduate students, short team duration, and laboratory settings drive the non‐generalizability effect, whereas results from non‐organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.

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When distance is good: A construal level perspective on perceptions of inclusive international language use

Cited by 23 publications

References 101 publications

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

Work engagement and intercultural adjustment

The impact of virtuality on team effectiveness in organizational and non‐organizational teams: A meta‐analysis

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