The present study attempts to extend leader-member exchange theory to the team-level by including team social cohesion and two team-level exchange relationship constructs (i.e., team-level leader-member exchange [LMX] and team-member exchange [TMX]) simultaneously, and by examining antecedents and outcomes associated with these variables. The research model includes transformational leadership and team-members' individualism-collectivism as antecedents of the team relational environment and both team performance and team viability as effectiveness measures. Survey data were collected for a field sample of 89 Airborne Special Operations (ASO) teams in the Korean Army. Each team's effectiveness was rated by three different sources: team members (N=823, 7~11 people per team; M=9.4), regional unit (RU) peers (31~42 peers for each team; M=37.2), and RU commanders (N=17). The hypothesized model and several alternative models were tested three times, using team effectiveness measures from each of the three sources in a separate model. Overall, results from path analyses conducted using EQS were consistent with the hypotheses. Specifically, both team-level LMX and TMX were positively affected by transformational leadership and team members' collectivism. TMX showed a stronger positive association with team social cohesion than did team-level LMX. Team performance was positively affected by TMX, team social cohesion, and transformational leadership in the model that employed team members' ratings as team effectiveness measures. However, when the ratings from RU peers were used as team outcome measures, the path from team social cohesion to team performance remained significant, but the other two paths became non-significant. None of the three variables significantly predicted team performance as rated by RU commanders. When viewed in terms of team viability, team social cohesion showed a significant association with team viability across all three models. Although TMX predicted team viability when team members' ratings were used in the model, it did not predict team viability when the ratings were from either RU peers or RU commanders. Finally, transformational leadership showed a significant positive and negative relationship with the number of collectivists and individualists within a team, respectively, across all three models. The limitations of the present study and recommendations for future research are presented.

Honors Project--Smith College, Northampton, Mass., 2009. / Includes bibliographical references (p. 48-49)

Thesis (Ph. D.)--University of Missouri-Columbia, 1997. / Appendices in English and Korean. Typescript. Vita. Includes bibliographical references (leaves 124-134). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 1997. / Appendices in English and Korean. Typescript. Vita. Includes bibliographical references (leaves 124-134). Also available on the Internet.

Thesis (D. Miss.)--Western Seminary, Portland, OR, 2001. / Abstract. Includes bibliographical references (leaves 327-334).

Thesis (D. Miss.)--Western Seminary, Portland, OR, 2001. / Abstract. Includes bibliographical references (leaves 327-334).

Thesis (Ph. D.)--Oregon State University, 2007. / Printout. Includes bibliographical references (leaves 118-141). Also available on the World Wide Web.

This thesis investigates a generalisable cross-cultural model for brand loyalty by integrating extant theories of personal cultural orientation (of individualism and collectivism), self-congruity (actual, ideal, social, and ideal social self-congurity), customer satisfaction, attitudinal brand loyalty, and behavioural brand loyalty. Creating brand loyalty is a key branding issue in modern marketing. Brands are faced with the challenge of building, maintaining, and increasing their capacity to drive customer loyalty across borders with consumers of different cultures. Notwithstanding the growth of culturally centered brand loyalty research, the focus of research today continues to be on cross-cultural differences, often overlooking the generalisable cross-cultural path to consumer brand loyalty. This study instead addresses this overlooked topic of cross-cultural generalisabilities across nations. To assess the cross-cultural generalisability of the conceptual model, survey data from a non-student sample were collected from middle-class, Generation Y individuals of the relevant nationality who have always lived in China, Singapore, or the United States. After performing data cleaning procedures, 541 usable responses from three countries were analysed with the use of the SEM model. The findings show that the personal cultural orientation of collectivism has a positive effect on behavioural brand loyalty through ideal social self-congruity, customer satisfaction, and attitudinal brand loyalty. These findings extend brand loyalty research by considering how an individual’s personal cultural orientation impacts brand loyalty. Moreover, the findings offer marketers increased insight into consumers’ brand loyalty formation process in cross-cultural contexts. The limitations of the study and suggestions for future research are also presented.

Teams are becoming more diverse, and often, this diversity produces decrements in team performance. It has been argued within the literature on teams, that team leadership is instrumental in developing and maintaining effective team performance within all types of teams. Despite this argument, we do not yet fully understand how leaders within culturally diverse teams manage the diversity to promote the affective states and behavioral processes that lead to effective performance. Therefore, this literature review seeks to understand how leaders can promote collective efficacy within diverse teams. Specifically, how a leader with individualistic values can promote collective efficacy within a collectivistic society. Through an integrated literature review, I seek to identify challenges in relation to effective performance through the leaders' abilities to build collective efficacy to avoid mission failure in collectivistic societies.

Understanding people from different cultures is essential but differences in thinking, which can cause misinterpretations and further on conflicts, are often neglected. To be able to understand peoples' actions as a result of their culture makes their behaviors apprehensible and acceptable. This type of understanding is important in schools and organizations as well as in societies in general. The purpose of this thesis was to investigate how Hofstede’s (2001) three cultural dimensions individualism or collectivism, uncertainty avoidance and power distance appear in Tanzanian organizations. The study was accomplished by doing interviews within each dimension, which was compared with the theory. The results showed that the respondents tended to be more collectivistic than individualistic, to have a low tolerance for uncertainties and to perceive a large power distance in some situations but a small in others. / <p>Validerat; 20101217 (root)</p>