Baiyun Gong

A contingency theory of corruption: The effect of human development and national culture

Abstract Corruption is a world-wide problem that disproportionately affects those with the fewest personal and economic resources. It was hypothesized that human development restricts corruption, and the magnitude of such an effect is contingent upon the conditions of national culture. Measures were gathered for 68 countries that account for 80% of the worlds population. Support was found for the main effect of human development on corruption. Consistent with contingency theory, results also indicate that the relation between human development and corruption is moderated by power distance and individualism. Implications for policy making to reduce corruption are discussed.

Using communication choices as a boundary management strategy: How choices of communication media affect the work-life balance of teleworkers in a global virtual team

This study examines how members of a global virtual team chose communication media while managing multiple boundaries. The study is unique in that it considers the perspectives of U.S. managers who teleworked from domestic workplaces and virtual team members located in offices in India. It describes the complex dynamics of the decision-making processes that team members used in attempting to allocate their individual resources in order to meet the demands of a high-performance organizational culture. The findings suggest that managers chose media that met task requirements and maintained the boundaries between their work and personal lives rather than media that would provide the most satisfactory experience.

Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity

This research focused on the question: What leadership constraints contribute to the complexity of the working environment faced by global virtual team leaders and how do those leadership constraints impact the behavior of leaders when they are trying to meet team member expectations? This qualitative study of a high performing team within a multinational corporation MNC identified four constraints facing leaders: virtuality, globalization, the domestic workplace, and the matrix organizational structure. These constraints and their interactions contributed to the complexity that leaders faced when attempting to influence followers. While work/life roles have changed dramatically for leaders, team member expectations remain rooted in the past.

The role of affective commitment in the relationship between social support and turnover intention

Purpose The purpose of this paper is to argue that affective commitment plays a significant and complex role in the relationship between social support and turnover intention. Design/methodology/approach Surveys were returned by 217 hospital employees with an average tenure of 11.55 years (SD=10.20). Findings Findings suggest that perceived organizational support and perceived supervisor support (PSS) could directly impact turnover intention without the mediation of affective commitment. Thus, affective commitment only partially mediates the negative relation between perceived support and turnover intention. In addition, the results suggest that enhanced PSS reduced turnover intention more powerfully, when affective commitment increased. For a highly committed employee, support from the supervisor can be more influential than that of a less committed employee. Originality/value This is an initial investigation on the moderating role of affective commitment in the relationship between perceived social support and turnover intention. Further, the findings emphasize the independent impact of perceived social support above and beyond the effect mediated by affective commitment, thus adding evidence to the debate on the extend of the mediating effect of affective commitment.