Bradley L Kirkman
Biographic Data
| ID | 83785 |
|---|---|
| NAME | Bradley L Kirkman |
| GIVEN NAMES | Bradley L |
| FAMILY NAME | Kirkman |
| SIGNATURE | KIRKMAN B L |
| AFFILIATIONS | North Carolina State University |
| ORCID | 0000-0002-1322-2986 |
| VERIFIED | Yes |
| TOTAL WORKS | 20 |
| TOTAL CITATIONS | 158 |
| AUTHOR COUNT | 20 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1996 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
Too womanly or not manly enough? A review of work consequences experienced by counter-normative men
For decades, precarious manhood theory has suggested that men are expected to prove their masculinity, given that it is a hard-won, tenuous state requiring continual social proof and constant validation. However, there is an emergent body of research that challenges these tenets and indicates that some men do not adhere to gendered expectations of their biological sex at work—which we refer to as counter-normativity. We conducted a systematic rev…
Team Empowerment and Team Resilience
As business environments remain increasingly volatile, uncertain, complex, and ambiguous, both team empowerment and team resilience have increased in importance for teams in organizations worldwide. We review the literatures on both team empowerment and team resilience over the past 15 years to uncover what has been learned about these two important team constructs. We discuss patterns and advancements in each area followed by a brief review of t…
Building Resilient Virtual Teams
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity
Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. I…
Understanding “It Depends” in Organizational Research: A Theory-Based Taxonomy, Review, and Future Research Agenda Concerning Interactive and Quadratic Relationships
The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and…
Does Country Equate with Culture? Beyond Geography in the Search for Cultural Boundaries
Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research
We review and synthesize the empowering leadership literature and, as a result, suggest two new provocative lines of inquiry directing future research. Based on a set of testable propositions, we first encourage researchers to answer the question of why empowering leadership occurs. Second, we encourage researchers to explore less positive and unintended, negative outcomes of empowering leadership. To identify opportunities for future work along …
Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams
We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifyi…
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance
Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or …
Improving national cultural indices using a longitudinal meta-analysis of Hofstede's dimensions
Examining the impact of Culture's consequences: A three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions.
Using data from 598 studies representing over 200,000 individuals, we meta-analyzed the relationship between G. Hofstede's (1980a) original 4 cultural value dimensions and a variety of organizationally relevant outcomes. First, values predict outcomes with similar strength (with an overall absolute weighted effect size of rho = 0.18) at the individual level of analysis. Second, the predictive power of the cultural values was significantly lower t…
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatr…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
A multilevel study of leadership, empowerment, and performance in teams.
A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams.…
The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance.
Using a field survey of 461 self-managing work team members in four countries, we examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) whether the value-resistance relationships were stronger in some countries than in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending…
Culture and Procedural Justice: The Influence of Power Distance on Reactions to Voice
The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams
Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members' resistance to SMWTs mediated the relationships between team members' cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully me…
Beyond Self-Management: Antecedents and Consequences of Team Empowerment.
We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less emp…
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
Culture and Procedural Justice: The Influence of Power Distance on Reactions to Voice
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams
Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members' resistance to SMWTs mediated the relationships between team members' cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully me…
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance
Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or …
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity
Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. I…
Employee concerns regarding self-managing work teams: A multidimensional justice perspective
Beyond Self-Management: Antecedents and Consequences of Team Empowerment.
We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less emp…
The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance.
Using a field survey of 461 self-managing work team members in four countries, we examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) whether the value-resistance relationships were stronger in some countries than in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending…
Culture and Procedural Justice: The Influence of Power Distance on Reactions to Voice
The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams
Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members' resistance to SMWTs mediated the relationships between team members' cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully me…
A multilevel study of leadership, empowerment, and performance in teams.
A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams.…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
Examining the impact of Culture's consequences: A three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions.
Using data from 598 studies representing over 200,000 individuals, we meta-analyzed the relationship between G. Hofstede's (1980a) original 4 cultural value dimensions and a variety of organizationally relevant outcomes. First, values predict outcomes with similar strength (with an overall absolute weighted effect size of rho = 0.18) at the individual level of analysis. Second, the predictive power of the cultural values was significantly lower t…
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatr…
Improving national cultural indices using a longitudinal meta-analysis of Hofstede's dimensions
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance
Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or …
Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams
We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifyi…
Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research
We review and synthesize the empowering leadership literature and, as a result, suggest two new provocative lines of inquiry directing future research. Based on a set of testable propositions, we first encourage researchers to answer the question of why empowering leadership occurs. Second, we encourage researchers to explore less positive and unintended, negative outcomes of empowering leadership. To identify opportunities for future work along …
Does Country Equate with Culture? Beyond Geography in the Search for Cultural Boundaries
Understanding “It Depends” in Organizational Research: A Theory-Based Taxonomy, Review, and Future Research Agenda Concerning Interactive and Quadratic Relationships
The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and…
Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity
Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. I…
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
Building Resilient Virtual Teams
Team Empowerment and Team Resilience
As business environments remain increasingly volatile, uncertain, complex, and ambiguous, both team empowerment and team resilience have increased in importance for teams in organizations worldwide. We review the literatures on both team empowerment and team resilience over the past 15 years to uncover what has been learned about these two important team constructs. We discuss patterns and advancements in each area followed by a brief review of t…
Too womanly or not manly enough? A review of work consequences experienced by counter-normative men
For decades, precarious manhood theory has suggested that men are expected to prove their masculinity, given that it is a hard-won, tenuous state requiring continual social proof and constant validation. However, there is an emergent body of research that challenges these tenets and indicates that some men do not adhere to gendered expectations of their biological sex at work—which we refer to as counter-normativity. We conducted a systematic rev…
Psychology (16 works) · Job Satisfaction and Organizational Behavior (13 works) · Social Psychology (13 works) · Political science (11 works) · Sociology (9 works) · Computer Science (8 works) · Business (7 works) · Cultural Differences and Values (7 works) · Hofstede's cultural dimensions theory (6 works) · Knowledge management (6 works)