Leonard Karakowsky

The role of trainee and environmental factors in transfer of training: an exploratory framework

Organizational concerns over the cost and effectiveness of training programs have focused attention on the effectiveness of the transfer of training to the job‐site. This paper identifies the key trainee and environmental factors that influence transfer effectiveness, addresses the various underlying issues, discusses the implications, and presents a framework to guide future research and interventions.

The effects of proportional representation and gender orientation of the task on emergent leadership behavior in mixed-gender work groups

Much of the research that has examined the behavioral consequences of membership in mixed-gender work groups suggests that men are more participative and influential in task-related behavior. Drawing from elements of sociological, structural, and psychological perspectives, this study examined the effects of group gender composition and gender orientation of the groups task on patterns of emergent leadership behavior. Participants were assigned to male-dominated, female-dominated, or balanced-gender groups for the purpose of discussing and generating solutions for two business-related cases--each case emphasized either male-oriented or female-oriented expertise. The findings suggest that the proportional representation of men and women in a work group, along with the gender orientation of the groups task, can significantly influence the level of leadership behavior exhibited in group activity.

Gender Influences as an Impediment to Knowledge Sharing: When Men and Women Fail to Seek Peer Feedback

Little research has considered how work team characteristics influence feedback-seeking behavior among team members. The authors aim in this research was to identify central sources of influence on feedback-seeking behavior in a mixed-gender context. They placed men and women in work groups of varying gender composition. The participants then participated in a gender-biased (perceived as either male-oriented or female-oriented) negotiation exercise. Findings indicated that the gender of the participant, the teams gender composition, and the gender orientation of the task influenced feedback-seeking behavior among team members.

Do We See Eye-to-Eye? Implications of Cultural Differences for Cross-Cultural Management Research and Practice

Abstract Although observation is a common research technique, little attention has been given to the effects of culture on observer judgment making. These researchers argue that consideration of cultural differences is critical when applying observation techniques in cross-cultural research as well as in the applied contexts of performance appraisal and international management. A laboratory study was conducted to examine the potential for discrepancies in observer judgment making among Asian American and Caucasian American subjects. The results of this study affirm the importance of cultural influences in research and management.

Do My Contributions Matter? The Influence of Imputed Expertise on Member Involvement and Self-Evaluations in the Work Group

Exploiting the diversity of expertise in a work team is a critical factor in maximizing group performance. This article attempts to assess several sources of influence on group member perceptions regarding the value of their input to the group as well as the level of member involvement in group activity. The participants selected for this study were 216 university students (108 men, 108 women) who were randomly assigned to 36 mixed-gender groups. Groups were required to generate a negotiation strategy for two business-related cases. Measures of individual interaction styles were provided by expert judges who viewed videotapes of the group discussions and observed member behavior. Participants completed questionnaires that assessed selfevaluations of their contributions to the group’s efforts. The findings of this study offer striking evidence that imputed expertise can clearly affect group member perceptions and behavior.

Leading Conflict?: Linkages Between Leader Behaviors and Group Conflict.

This article is intended to contribute to the creation of a theoretical framework for more fully assessing the nature of the relationship between leadership styles and group conflict. The authors report the results of a laboratory study conducted to assess the connection between leadership behaviors and the levels of cognitive and affective conflict generated in decision-making groups. The findings support the assertion that differences in leadership behaviors can trigger different levels of cognitive and affective conflict among group members. Behaviors reflective of the transformational style of leadership demonstrated the greatest capacity to motivate group members to constructively debate ideas. However, in contrast to transactional and external leader behaviors, transformational leadership behaviors also showed a greater capacity for igniting affective conflict among group members.

East Meets East And East Meets West: The Case Of Sino-Japanese And Sino-West Joint Ventures In China

This study tests the effects of cultural differences on the behaviour and performance of joint-ventures. We first study the relationship and predictions of two relevant theories, i.e., the theory about cultural diversity and that about cultural distance. After that, we apply the theories to study the behaviour and performance of Sino-Japanese and Sino-West joint ventures (JVs). Processing data from 2718 such JVs in different parts of China, we show evidence supporting our arguments. Our paper concludes with a discussion on the implications of the findings.

Gender, Perceived Competence, and Power Displays Examining Verbal Interruptions in a Group Context

This study examined sources of influence on power displays in mixed-gender work groups. The participants for this study included 216 university students who were randomly assigned to 36 mixed-gender groups for the purpose of case discussions. Measures of individual verbal interruption behavior were used as indicators of power displays among group members. The findings support the assertion that the proportional representation of men and women in a group will influence patterns of interruption behavior, with both men and women exhibiting higher levels of interruption behavior in male-dominated groups. In addition, the results indicate that perceived member competence based on congruence or incongruence with the gender orientation of the group’s task has a greater impact on power displays among women compared to men. The use of such power displays was also shown to be negatively correlated with leadership rankings in the group for both men and women.

Cultural Malleability in an East Asian Context An Illustration of the Relationship between Government Policy, National Culture, and Firm Behavior

Research in cross-cultural management and cultural diversity has often implicitly viewed national culture as a stable, enduring characteristic that can affect individual and organizational behavior. This article draws attention to the utility of considering national culture as a malleable rather than a fixed construct. Based on this conception of national culture, the authors examine the potential impact of culture and cultural change on business strategy. This examination is based on observations of differential business strategy employed among firms in Singapore compared to firms in Hong Kong and Taiwan. These differences, viewed as a reflection of cultural differences, suggest that significant partial changes in national culture can occur in a relatively short period of time. Although much of the previous literature has emphasized the factors of socioeconomic development and technological advancement as sources of influence on cultural change, this article considers the influence of government policies on national culture and business behaviors.

The lessons ofwork:toward an understanding of the implications of the workplace for adult learning and development

Little research attention has addressed the notion of the organization as a facilitator or inhibitor of adult learning or personal growth and development. This theory paper attempts to identify individual‐level and organizational‐level factors that can influence the potential for learning and development in the workplace. Along with the presentation of a theoretical framework, a number of research propositions are generated with the aim of encouraging management scholars and practitioners to more fully consider the impact of the workplace on adult learning and development.