David L. Ford

Exploring the performance effects of visible attribute diversity: the moderating role of span of control and organizational life cycle

Research on how cultural diversity – especially visible attributes such as race and gender – impacts organizational performance remains practically nonexistent. We examine the effect of racial diversity and gender diversity on firm performance utilizing a contingency framework. Empirical findings from a field study support the hypothesized contingent effects of an organizations structure, specifically managerial span of control, on both racial and gender diversitys pre-assumed benefits. In addition, the study highlights the role of life-cycle stage when modelling the diversity–performance relationship. Future research directions and managerial implications are discussed.

Seeking greener pastures: a theoretical and empirical investigation into the changing trend of foreign direct investment flows in response to institutional and strategic factors

A generic theoretical model is proposed that provides a holistic conceptualization of the phenomenon of changing trend of FDI flows. Integrating both institutional and strategic factors, a rationale for such a change is provided, and the circumstances under which future shifts might take place are identified. A collection of criteria and incentives that various host governments and their agencies must provide to attract FDI are outlined. Several propositions that lead to empirically testable hypotheses are developed from this model. Statistical evidence is then provided of a shift in FDI flows, and the change in their determinants, by empirically analyzing investment by US multinational enterprises into Western Europe and Asia over the 20-year period, 1981-2000.

Exploratory Development and Validation of a Perceptual Job Burnout Inventory: Comparison of Corporate Sector and Human Services Professionals

The present study investigated the efficacy of a scale designed to assess various aspects of burnout syndrome for use with corporate sector and human services professionals as prior research and scale development have focused solely on the latter. The scale was administered to two samples of professionals—one drawn from the corporate sector (n = 150) and one drawn from a variety of human services organizations (n = 237)—and the resulting data were submitted to factor analysis. A two-factor solution for perceived burnout emerged for the corporate sector employees while a five-factor solution emerged for the human services employees. The results are discussed in light of the applicability of the burnout scale for use in a wide variety of occupations.

Do South African managers cope differently from American managers? a cross-cultural investigation

Abstract Coping with organizational stress can reduce the experience of psychological strain on the job. While the literature on coping with stress is growing in its importance, there are hardly any empirical studies on the significance of coping styles or their relative efficacies in dissimilar cultural contexts. The present study was undertaken to examine: (1) the relative efficacies of two distinct types of coping styles (Lazarus & Folkman. (1984). Stress appraisal and coping . New York: Springer), and (2) the efficacy of decision latitude in the US and South African contexts. The results reveal important cultural influences on coping styles and decision latitude in ameliorating the experience of psychological strain. Implications of this study for future research on coping are discussed.

Knowledge management in global organizations: Implications for international human resource management

The concept of organizational knowledge, as a major determinant for global competitiveness, has received significant attention in recent years. In this paper, we discuss the importance of managing human resource knowledge to enhance the effectiveness of global corporations. A theoretical framework is proposed for understanding the effectiveness of knowledge management processes as a function of strategic considerations, administrative heritage, and technical systems, as embedded in the cultural context of the society. Later, we propose that individualistic vs. collectivistic cultures process the various types of knowledge differently, and prefer different modes of knowledge conversion based on their cultural values. Implications for international human resource management are discussed.

Organizational Responses to Institutional Upheaval by Central Eurasian Firms and the Ability to Transform Under Uncertainty

Firms’ strategic responses to environmental shifts under conditions of uncertainty in the wake of institutional changes are far from understood. We utilize data from over 1,200 firms in seven Central Eurasian transition economies to examine the extent to which institutional inefficiency is predictive of the response strategies employed by the firms in their environments. We also examine how firms maneuver in the environment through an innovative effort in developing new products, opening new plants or upgrading product lines and technologies. Our results seem indicative of both an adaptive and an innovative effort by firms in these countries. The results are discussed with respect to empirical limitations and future research avenues in these transition economies.

Organizational stress, psychological strain, and work outcomes in six national contexts

Purpose – The purpose of this paper is to investigate the moderating roles of two distinct styles of coping and decision latitude on the relationship between three facets of role stress and psychological strain in six national contexts. Design/methodology/approach – The objective of the research is to examine the relative predictive efficacies of three theory specific moderators in six countries which differ on the cultural dimension of individualism-collectivism. The data are analyzed using moderated regression analysis. Findings – The results show that problem-focused coping is a better moderator in the individualistic countries and that emotion-focused coping is a better moderator in the collectivistic contexts. None of the three moderators moderate the relationships in Germany and South Africa – the two countries which had scores in the mid-range of the individualism-collectivism continuum. Findings are discussed for their significance into the interplay of cultural variations and coping with work stress in predicting psychological strain or distress on the job. Practical implications – Practical implications for managing human resources in various subsidiaries of multinational and global organizations are discussed. Originality/value – This paper confirms existing theories and expands the authors’ understanding of role stress and psychological strain in different cultural contexts.