A Journey Toward Collaborative Cultural Competency Building to Increase Sustainable Social Impact
Professor Cristina Gibson, University of Western Australia
9th Oct 2012 12:00 pm - 01:30 pm Meeting Room 6, Darlington Centre
Abstract: In this talk, Cristina discusses a recently launched research program which develops theory, tests relationships, and pushes the boundaries of practice in the domain of collaborative competency building and social impact. She will discuss the overarching framework that she and her colleagues at UWA have been evolving for increasing sustainable community development and social impact in the resources sector. Next, she describes one component of the framework - a model of collaborative cultural competency building - which she is investigating using a multi-method longitudinal design among university partners, corporate partners and Jawun, a non-profit organization that provides work experiences in Indigenous communities.
Bio: Cristina B. Gibson is Winthrop Professor of Management and Organization and Australia Research Council Future Fellow at the University of Western Australia School of Business. Her area of expertise is the nexus of organizational behavior, international management, and cross-cultural psychology. She is a leading scholar on collective cognition, developing and testing theories and practical techniques for the shared use of information and knowledge in groups and teams.
In particular, she has conducted preeminent research on multinational, geographically dispersed, and electronically enabled teams. Her work has appeared in over sixty scholarly articles in the field's most prominent journals such as Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, and Journal of Applied Psychology. She is the co-author of the book Multinational Teams: A New Perspective (Lawrence Erlbaum Associates, 2002), that extends and consolidates the evolving literature on multinational teams, developing a comprehensive model that incorporates a dynamic, multi-level view, focusing on various features of the team's members, their interactions as a team, and the organizational context in which they operate. She is also co-editor of Virtual Teams That Work (Jossey-Bass, 2003), a collection of scholarly writings by leading researchers in psychology, sociology, engineering, information technology, political science, and economics, which focuses on developing implication of research for the practice of managing and working in virtual teams.
Cristina has received nearly 5 million dollars in external funding for her research from prestigious granting institutions such as the Australian Research Council, U.S. National Science Foundation, the Center for Innovation and Management Studies, Carnegie Bosch Institute for Applied International Management, and the Center for Research on Information Technology in Organizations. In her work with teams in multinational organizations, she strives to increase performance, sustainability, and quality of work life for team members from various cultures. She has two decades of experience conducting research and training on team development, cross-cultural interaction, and social impact for over 30 major multinational firms, including Woodside, BHP-Billiton, General Electric, General Motors, Johnson & Johnson, Lockheed Martin Aerospace, DaimlerChrysler, Booz-Allen & Hamilton, and Merck. Teams have been located in over 20 countries, encompassing the U.S., Canada, Australia, Latin America, Western Europe, and Southeast Asia.