Using data on 935 small firms and bank managers, we differentiated customers' relational trust in their banks from beliefs about the banks' self-interested motivations. Relational trust mediated the relationship between bank strategies (customer orientation and manager continuity) and the likelihood a firm would switch banks, and the effect of trust went beyond that of beliefs about self-interest. Further, customer orientation reduced bank switching through relational trust, whereas manager continuity operated on switching both directly and through relational trust.

The purpose of this research was to explore how the pace, sequence, and linearity of change can affect the outcome of radical transformations. Real-time data collected over 12 years showed that, contrary to popular belief, wide-scale rapid change was not a determining factor. However, early change to specific “high-impact” elements was found to be necessary for completing radical transitions. Further, analysis conducted at the suborganization level provided insight into the ways in which change unfurls in a nonlinear manner.

Extending previous theorizing on cultural diversity's organizational effects by integrating value-in-diversity and social identity perspectives with the framework of Blau's (1977) theory of heterogeneity, we hypothesized curvilinear relationships between racial and gender diversity in management and firm performance. We evaluated relationships within the context of firm-level entrepreneurial orientation. Our empirical study indicated complex relationships among study variables. It revealed that innovativeness positively and risk taking negatively moderated nonlinear relationship patterns for both racial and gender heterogeneity. Research and practical implications are discussed.

This study extends theory and research on job embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job embeddedness. As hypothesized, regression analyses revealed that off-the-job embeddedness was significantly predictive of subsequent "voluntary turnover" and volitional absences, whereas on-the-job embeddedness was not. Also as hypothesized, on-the-job embeddedness was significantly predictive of organizational citizenship and job performance, whereas off-the-job embeddedness was not. In addition, embeddedness moderated the effects of absences, citizenship, and performance on turnover. Implications are discussed.

This study examined the impact of surface- and deep-level cultural differences on the cross-cultural adjustment of expatriates. Surface-level differences concern easily visible dissimilarities between home and host countries, and deep-level differences refer to dissimilarities in basic values. Overall, results indicated that surface-level cultural differences were most strongly related to general adjustment. Deep-level cultural differences regarding the ?self-transcendence? value dimension were related to work and interaction adjustment.