{"id":{"repo_id":"msu","oai_identifier":"oai:d.lib.msu.edu:etd_1023"},"canonical_url":"https://search.dev.ndltd.org/etd/msu/oai:d.lib.msu.edu:etd_1023","repository":{"repo_id":"msu","name":"Michigan State University","base_url":"https://d.lib.msu.edu/oai"},"display":{"title":"Time zone effects : the impact of human resource practices and cultural intelligence on global team outcomes","abstract":"ABSTRACTTIME ZONE EFFECTS: THE IMPACT OF HUMAN RESOURCE PRACTICES AND CULTURAL INTELLIGENCE ON GLOBAL TEAM OUTCOMESByKaumudi MisraInspite of the rapidly growing global workforce, human resource practices have not been developed to address the challenges of working in the global context. Research on virtual teams has long highlighted both physical as well as temporal distance as unique aspects of geographically distributed work that can have important implications for human resource management theory and practice. Differences in time zone, as well as high levels of cultural diversity in global teams make this a unique work context. However, the strategic human resource management literature still remains inadequate to address the specific challenges of global work, and its affect on employees. The present work extends the human resource management and virtual team literatures to develop a model of human resource practices for global teams, and specifically examines the impact of time zone difference and cultural intelligence on the relationship between human resource practices and global team outcomes.The conceptualized model is tested using matched multilevel data collected from global team employees and their supervisors. The results highlight the role of time zone difference and cultural intelligence on global team and employee outcomes. While cultural intelligence has a greater impact on the performance of global teams, the degree of time zone difference has more significant effects on individual employees' work-family conflict and stress. Additionally, the findings emphasize the role of training for global team performance, and the importance of flexible working practices and control over working hours for individuals who work within these teams. These findings are discussed with respect to academic and managerial implications.","abstract_html":"ABSTRACTTIME ZONE EFFECTS: THE IMPACT OF HUMAN RESOURCE PRACTICES AND CULTURAL INTELLIGENCE ON GLOBAL TEAM OUTCOMESByKaumudi MisraInspite of the rapidly growing global workforce, human resource practices have not been developed to address the challenges of working in the global context. Research on virtual teams has long highlighted both physical as well as temporal distance as unique aspects of geographically distributed work that can have important implications for human resource management theory and practice. Differences in time zone, as well as high levels of cultural diversity in global teams make this a unique work context. However, the strategic human resource management literature still remains inadequate to address the specific challenges of global work, and its affect on employees. The present work extends the human resource management and virtual team literatures to develop a model of human resource practices for global teams, and specifically examines the impact of time zone difference and cultural intelligence on the relationship between human resource practices and global team outcomes.The conceptualized model is tested using matched multilevel data collected from global team employees and their supervisors. The results highlight the role of time zone difference and cultural intelligence on global team and employee outcomes. While cultural intelligence has a greater impact on the performance of global teams, the degree of time zone difference has more significant effects on individual employees' work-family conflict and stress. Additionally, the findings emphasize the role of training for global team performance, and the importance of flexible working practices and control over working hours for individuals who work within these teams. These findings are discussed with respect to academic and managerial implications.","abstract_has_math":false,"creators":["Misra, Kaumudi"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["BERG, PETER B.","BLOCK, RICHARD N.","KOSSEK, ELLEN E.","VAN DYNE, LINN"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2012,"date_issued":"2012","date_published":"2012","updated_at":"2026-07-24T03:16:46Z","subjects":["Virtual work teams--Management","Personnel management","Cultural intelligence","Multinational work teams","Management"],"languages":["English"],"rights":["In Copyright"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["etd:1023","isbn:9781267575807","isbn:1267575808","oclc:931743518","umi:3523927","local:Misra_grad.msu_0128D_11489"],"render_values":[{"text":"etd:1023","href":null,"code":true},{"text":"isbn:9781267575807","href":null,"code":true},{"text":"isbn:1267575808","href":null,"code":true},{"text":"oclc:931743518","href":null,"code":true},{"text":"umi:3523927","href":null,"code":true},{"text":"local:Misra_grad.msu_0128D_11489","href":null,"code":true}]}]},"links":{"outbound_url":"https://doi.org/doi:10.25335/1dat-3178","outbound_label":"DOI","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["BERG, PETER B.","BLOCK, RICHARD N.","KOSSEK, ELLEN E.","VAN DYNE, LINN"]},{"key":"dc:creator","label":"Author","values":["Misra, Kaumudi"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2012"]},{"key":"dc:relation","label":"Dc Relation","values":["Electronic Theses & Dissertations"]},{"key":"dc:type","label":"Dc Type","values":["Text","Theses"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Virtual work teams--Management","Personnel management","Cultural intelligence","Multinational work teams","Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]},{"key":"dc:rights","label":"Dc Rights","values":["In Copyright"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["etd:1023","isbn:9781267575807","isbn:1267575808","oclc:931743518","umi:3523927","local:Misra_grad.msu_0128D_11489","https://doi.org/doi:10.25335/1dat-3178"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["ABSTRACTTIME ZONE EFFECTS: THE IMPACT OF HUMAN RESOURCE PRACTICES AND CULTURAL INTELLIGENCE ON GLOBAL TEAM OUTCOMESByKaumudi MisraInspite of the rapidly growing global workforce, human resource practices have not been developed to address the challenges of working in the global context. Research on virtual teams has long highlighted both physical as well as temporal distance as unique aspects of geographically distributed work that can have important implications for human resource management theory and practice. Differences in time zone, as well as high levels of cultural diversity in global teams make this a unique work context. However, the strategic human resource management literature still remains inadequate to address the specific challenges of global work, and its affect on employees. The present work extends the human resource management and virtual team literatures to develop a model of human resource practices for global teams, and specifically examines the impact of time zone difference and cultural intelligence on the relationship between human resource practices and global team outcomes.The conceptualized model is tested using matched multilevel data collected from global team employees and their supervisors. The results highlight the role of time zone difference and cultural intelligence on global team and employee outcomes. While cultural intelligence has a greater impact on the performance of global teams, the degree of time zone difference has more significant effects on individual employees' work-family conflict and stress. Additionally, the findings emphasize the role of training for global team performance, and the importance of flexible working practices and control over working hours for individuals who work within these teams. These findings are discussed with respect to academic and managerial implications.","Thesis (Ph. D.)--Michigan State University. Industrial Relations and Human Resources, 2012","Includes bibliographical references (pages 156-173)"]},{"key":"dc:format","label":"Dc Format","values":["xi, 173 pages","application/pdf"]},{"key":"dc:title","label":"Title","values":["Time zone effects : the impact of human resource practices and cultural intelligence on global team outcomes"]}]}],"canonical_facts":{"dc:contributor":["BERG, PETER B.","BLOCK, RICHARD N.","KOSSEK, ELLEN E.","VAN DYNE, LINN"],"dc:creator":["Misra, Kaumudi"],"dc:date":["2012"],"dc:description":["ABSTRACTTIME ZONE EFFECTS: THE IMPACT OF HUMAN RESOURCE PRACTICES AND CULTURAL INTELLIGENCE ON GLOBAL TEAM OUTCOMESByKaumudi MisraInspite of the rapidly growing global workforce, human resource practices have not been developed to address the challenges of working in the global context. Research on virtual teams has long highlighted both physical as well as temporal distance as unique aspects of geographically distributed work that can have important implications for human resource management theory and practice. Differences in time zone, as well as high levels of cultural diversity in global teams make this a unique work context. However, the strategic human resource management literature still remains inadequate to address the specific challenges of global work, and its affect on employees. The present work extends the human resource management and virtual team literatures to develop a model of human resource practices for global teams, and specifically examines the impact of time zone difference and cultural intelligence on the relationship between human resource practices and global team outcomes.The conceptualized model is tested using matched multilevel data collected from global team employees and their supervisors. The results highlight the role of time zone difference and cultural intelligence on global team and employee outcomes. While cultural intelligence has a greater impact on the performance of global teams, the degree of time zone difference has more significant effects on individual employees' work-family conflict and stress. Additionally, the findings emphasize the role of training for global team performance, and the importance of flexible working practices and control over working hours for individuals who work within these teams. These findings are discussed with respect to academic and managerial implications.","Thesis (Ph. D.)--Michigan State University. 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