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By W.H. Mobley, P.W. Dorfman

Those papers discover the interaction between state and corporate cultures, research company approach and determine the level that corporation and enterprise unit improvement has reached. The members supply a deeper figuring out of firm and international management matters.

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Extra resources for Advances in Global Leadership, Vol. 3 (Advances in Global Leadership) (Advances in Global Leadership) (Advances in Global Leadership)

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In: W. H. Mobley & M. M. McCall (Eds), Advances in Global Leadership. Stamford, CT: JAI Press. House, R. , Hanges, P. , Ruiz-Quintanilla, S. , Dorfman, P. , Gupta, V. et al. (1999). Cultural influences on leadership and organizations: Project GLOBE. In: W. H. Mobley, M. J. Gessner & V. Arnold (Eds), Advances in Global Leadership. Stamford, CT: JAI Press. Hosmer, L. T. (1995). Trust: The connecting link between organization theory and philosophical ethics. Academy of Management Review, 20, 379–403.

1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21, 135–172. Luo, Y. (in press). Building trust in cross-cultural collaborations: Toward a contingency perspective. Journal of Management, 28. , & Peng, M. W. (1999). Learning to compete in a transition economy: Experience, environment, and performance. Journal of International Business Studies, 30, 269–296. Mayer, R. , Davis, J. , & Schoorman, F. D. (1995). An integrative model of organizational trust.

Based on Kohlberg’s (1969) justice-based stage model of moral judgment, the DIT requires respondents to choose between issues of ethical dilemmas (Rest, 1979). In addition, the innovation championing literature richly describes how idea champions introduce or create changes in processes, products or management methods within an organization (Howell & Higgins, 1991). The process of championing has been specified in many ways: detecting new ideas (Kanter, 1983); framing an issue in a particular direction; introducing new perspectives that produce pressure on organizational decision makers to take action (Andersson & Bateman, 2000); overcoming resistance to innovative ideas in established organizations (Van de Ven, 1986); and adopting an idea and taking risks to ensure successful implementation of those ideas (Frost & Egri, 1991).

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