C
Cristina B. Gibson
Researcher at Pepperdine University
Publications - 103
Citations - 18468
Cristina B. Gibson is an academic researcher from Pepperdine University. The author has contributed to research in topics: Team effectiveness & Team composition. The author has an hindex of 43, co-authored 96 publications receiving 16576 citations. Previous affiliations of Cristina B. Gibson include Saint Petersburg State University & University of California, Berkeley.
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The antecedents, consequences and mediating role of organizational ambidexterity
TL;DR: In this article, the authors investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level, and found that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidextrousness.
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A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework
TL;DR: This article reviewed 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework.
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Culture and international business: recent advances and their implications for future research
TL;DR: A review of several innovative advances in culture and international business to stimulate new avenues for future research is provided in this paper, where the issues surrounding cultural convergence and divergence, and the processes underlying cultural changes are discussed.
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Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on Team Innovation
TL;DR: In this paper, the authors unpack four characteristics often associated with the term virtuality and argue that each hinders innovation through unique mechanisms, many of which can be overcome by creating a psychologically safe communication climate.
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The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction
TL;DR: In this article, the authors investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization.