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The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both types of group showed improvement on process and performance, and the between-group differences converged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task measures. Implications for management and future research are given.

Using KLD data on the performance of 188 companies over a three-year period in seven areas of corporate social responsibility (CSR) – environment, community, corporate governance, diversity, employee relations, human rights, and product quality – this study examines whether CSR initiatives have a greater impact on company performance (CP) if the company prioritizes the CSR issues that matter most to it and approaches CSR initiatives in a strategic way, than if it approaches them based on generic rationale unrelated to the company's strategy. The results show that when a company pursues CSR initiatives that are linked to stakeholder preferences and allocates resources to these initiatives in a strategic way, the positive effect of its CSR initiatives on CP strengthens in terms of both market-based and accounting-based measures of performance. However, this relationship was not observed across the board for all of the seven areas of CSR. The main conclusion of this study is that companies need to link their CSR initiatives to the likely preferences of their stakeholders and undertake the corporate social actions that are relevant to the company's strateg

A measure of the frequency of employees' use of ingratiatory behavior at work was tested with a sample of employees (N= 116) working in a wide variety of organizations and jobs. Pilot testing reduced a 65-item pool to a 24-item instrument with four factors: Other Enhancement, Opinion Conformity, Self-Presentation, and Favor-Rendering. Internal consistency reliability was .92; testretest reliability over one month was .73. Evidence for content, convergent, and discriminant validity was substantial. The Measure of Ingratiatory Behaviors in Organizational Settings (MIBOS) should enable researchers to focus on the empirical study of ingratiatory behaviors in organizations.

This study developed a comprehensive measure of market orientation and examined the market orientation-performance relationship in the health care industry. A survey of 159 hospitals yielded a strong positive relationship between market orientation and various measures of organizational performance. Additionally, the study found that market turbulence, competitive hostility, and supplier power moderated the market orientation-performance relationship.