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Despite significant increases in international business education, and cultural competence in particular, in U.S. classrooms we still know relatively little about the roles of specific cultural intelligence dimensions relative to how students affectively respond to such education. This article examines the relationship between prior international experience, cultural intelligence, and satisfaction with international business studies in U.S. college students. Using path analysis, our data indicate that prior international experience relates positively to all dimensions of cultural intelligence and that only metacognitive cultural intelligence and motivational cultural intelligence relate to increased satisfaction with the study of international business.

Correctional officer applicants were randomly given either realistic or nonrealistic job information. Those with prior exposure to the job overemphasized negative information and were less likely to accept the position. Those with no prior exposure showed increased acceptance. (SK)

The various correlations occurring between the national culture and the psychological contracts of the individuals are analyzed. The different ways in which people from different countries explain their contracts are also explained.

This study examined how an often advocated strategy for bridging cultural distance in international business relationships affected participants' responses and behavioral intentions. Participants were employees (N=223) in the U.S. subsidiaries of Japanese manufacturing firms. The context was simulated by having participants respond to videotapes of a Japanese manager interacting with American subordinates. Cultural adaptation by the foreign manager was positively related to perceptions of similarity and managerial effectiveness and was negatively related to internal causal attributions for the manager's behavior. Attributions were directly related to participants' intentions to trust and perceptions of managerial effectiveness and moderated the relationship between perceptions of similarity and intentions to associate. Effects of participants' stereotypic expectations and the importance of nationality to their self-esteem were also explored. (Reprinted by permission of the publisher.)

In a longitudinal field experiment, applicants for a correctional officer position were randomly assigned to two groups. One group was exposed to a videotaped realistic job preview designed to lower expectations, the second group was not exposed to the preview. Participants also completed attitudinal and descriptive survey measures at three points in time. Among the qualified applicants who were offered employment (n = 1,117), 358 accepted positions as correctional officers. The preview resulted in a lower rate of job acceptance among applicants with previous exposure to the job and a higher rate of acceptance among applicants with no previous job exposure (p, In a longitudinal field experiment, applicants for a correctional officer position were randomly assigned to two groups. One group was exposed to a videotaped realistic job preview designed to lower expectations, the second group was not exposed to the preview. Participants also completed attitudinal and descriptive survey measures at three points in time. Among the qualified applicants who were offered employment (n=1,117), 358 accepted positions as correctional officers. The preview resulted in a lower rate of job acceptance among applicants with previous exposure to the job and a higher rate of acceptance among applicants with no previous job exposure (p

The relationship between the behavior of leaders and the values of group members was investigated by surveying 63 bank executives, 61 evening MBA students, and 102 full-time undergraduate students. The subjects were asked to complete a work values survey and view one of two videotapes of leadership behavior. The results indicated that there was a relationship between increased anticipated satisfaction with the leader and the congruence between the values of the subject and the rated values of the leader. This effect appeared to be contingent on the subjects' high level of previous experience with the type of leadership behavior demonstrated.

As people transmit information through a communication chain, they drop details, add interpretations, and alter implications. To answer the question, are these losses and alterations reversible, subjects completed a serial reproduction task and then sent the simplified result through the system a second time to see if the lost features would be regained. Subjects restored the edited material, and their reconstruction closely approximated the original input. Implications for uncertainty absorption, organizational learning, adaptability, and information processing are discussed.

A literature review is presented on self-managing work groups as used in various organizations. Relevant laboratory data on self-regulating work groups (SRWG) and non-SRWG research is also presented. A model is created which explores SRWG processes, uses, and operations. Organization, task, and staffing preconditions are selected, including appropriate management personnel expectations. It is suggested that design features include heterogeneous composition and status differences that are as low as possible. Activation mechanisms may ease the way for a successful group.

Four alternative methods of measuring values were used to examine the impact of work values on perception and decision-making tasks. Perception and its relation to values was assessed using interpretation of ambiguous stimuli. The effect of values on decision making was evaluated using within-subject regression analyses of 20 separate decisions. A total of 103 undergraduate subjects completed values measures and the perceptual and decision-making tasks in three work sessions, each separated by from 2 to 4 days. A rank order measure of values related more consistently to perception and decision making than did other measurement methods. Results also provide some support for a theory of values in which values affect perceptual organization and act as a guide to decision making. (Reprinted by permission of the publisher.)

The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisors. Value congruence between workers and their supervisors was not significantly correlated with workers' tenure, however; its effect on organizational commitment was more pronounced for longer-tenured employees. (Reprinted by permission of the publisher.)