Earley, P. Christopher
Earley, P. Christopher
EARLEY, P. Christopher
Male. Education: Knox College, B.A., 1980; University of Illinois, Urbana-Champaign, M.A., 1981, Ph.D., 1984.
Writer, editor, consultant, and educator. Claremont McKenna College, Claremont, CA, assistant professor of psychology, 1984-86; University of Arizona, Tucson, Department of Management, assistant professor of management, 1986-89; University of Minnesota, Department of Strategic Management and Organization, associate professor of management, 1989-92; University of California, Irvine, Graduate School of Management, Corporate Partners Research Professor of Management, 1994-97; London Business School, professor of organizational behavior, 1997-98, chair and professor of organizational behavior, 2002-05; Indiana University, Bloomington, Kelley School of Business, Randall L. Tobias Chair of Global Leadership, 1998-2002; National University of Singapore, School of Business, Dean and Cycle & Carriage Professor, 2005—. Institute of Foreign Trade, Guangzhou, People's Republic of China, visiting professor, 1988; Technion-Israel Institute of Technology, Haifa, Israel, visiting associate professor, 1990-91; Czechoslovak Management Center, Prague, Czech Republic, visiting professor, 1994; Hong Kong University of Science and Technology, visiting professor, 1995; Chulalongkorn University, Bangkok, Thailand, Sasin Business School, visiting professor, 1999, 2000; Nanyang Business School, Nanyang Professor, 2000-03; National University of Singapore, School of Business, Cycle & Carriage Visiting Professor, 2001. Consultant with numerous national and international corporations, including Islamic Development Bank, IBM, Deutsche Bank, General Motors, Unilever, Lilly Pharmaceuticals, BMW Motors, British Aerospace, Merrill Lynch, and Rockwell International.
Society for Organization Behavior, International Association of Applied Psychology, MESO, Academy of Management, Society for Industrial/Organizational Psychology.
Award for Excellence in Teaching, University of Illinois, 1984; Claremont McKenna College research and travel grant, 1984-85, research grant, 1985-86; National Science Foundation and Center for Innovation Management Studies research grant, 1987-88; Exxon Foundation research grant, 1985-87; University of Minnesota research grant, 1990-91; Best competitive paper of the Organization Behavior Division, Academy of Management, 1991; Fulbright senior research fellow, Technion-Israel Institute of Technology, 1990-91; Award for best paper published in the area of human resources management, Academy of Management, 1995, 2001; Teaching Innovation Award, London Business School, 2004.
(Editor, with Miriam Erez) New Perspectives on International Industrial/Organizational Psychology, foreword by Sheldon Zedeck, New Lexington Press (San Francisco, CA), 1997.
(With Miriam Erez) The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently, Oxford University Press (New York, NY), 1997.
(Editor, with Harbir Singh) Innovations in International and Cross-Cultural Management, Sage Publications (Thousand Oaks, CA), 2000.
(Editor, with Cary L. Cooper and Sue Cartwright) The International Handbook of Organizational Culture and Climate, Wiley (New York, NY), 2001.
(With Cristina B. Gibson) Multinational Work Teams: A New Perspective, L. Erlbaum Associates (Mahwah, NJ), 2002.
(With Soon Ang) Cultural Intelligence: Individual Interactions across Cultures, Stanford University Press (Stanford, CA), 2003.
(With Soon Ang and Joo-Seng Tan) CQ: Developing Cultural Intelligence at Work, Stanford Business Books (Stanford, CA), 2006.
Contributor to journals and periodicals, including Harvard Business Review, Academy of Management Review, Academy of Management Executive, Academy of Management Learning and Education, Research in Organization Behavior, and Group and Organization Management.
Group and Organization Management, associate editor, 1995-97, editor, 1998-2002; associate editor, Academy of Management Review, 1997-99.
Member of editorial board of numerous publications, including Group and Organization Management, 1984-95; Academy of Management Journal, 1987-93; Journal of Management, 1988-98; Administrative Science Quarterly, 1992—Journal of Management Inquiry, 1993-97; Academy of Management Review, 1993-97, 2005—; California Management Review, 1994-97; Journal of World Business, 1996—; Journal of International Business Studies, 1997-2003; Asia Pacific Journal of Management, 2001—; Journal of Applied Psychology, 2003-05; and Academy of Management Learning and Education, 2004—.
P. Christopher Earley is an author, educator, and researcher. With a Ph.D. in industrial/organizational psychology, Earley focuses much of his research on multinational work teams and the cross-cultural aspects of work and organizational behavior in the modern business environment.
In Multinational Work Teams: A New Perspective, written with Christina B. Gibson, Earley looks at the realities inherent in multinational work environments, particularly within a framework of globalization and the likelihood of modern workers eventually finding themselves faced with collaborating with employees from another culture or country. Although cross-cultural working environments offer distinct challenges related to the different norms, values, and beliefs of team members, they also provide unmatched opportunities to learn new things and approach problems from different perspectives, the authors note. Earley and Gibson identify six factors on the individual level that affect multinational teamwork, including social awareness, role identity processes, respect for self and others, and interpersonal skills. Five group-level factors exert considerable influence as well, including competition, shared understanding and goals, and the development of a hybrid culture arising out of all cultures represented within the group. The individual and group-level factors are linked by three mechanisms, including role taking and development of status hierarchies, formation of rituals and habits, and fulfillment of social contracts with development of a shared history within the group. Earley and Gibson also look at how outside catalysts can affect the function of the group, including membership changes within the group, subgroup formation, cooperation and competition, changes in work scope or resource availability, requirements and scheduling, and technological support. Earley and Gibson are "talented and prolific researchers" who offer an "extensive and useful review of their own and others' research," commented reviewer Lisa Troyer in the American Journal of Sociology. Their conclusions and suggestions, Troyer observed, form a "synthesis of theory drawn primarily from sociology with contributions from psychology, anthropology, information science, communication studies, and economics."
CQ: Developing Cultural Intelligence at Work, written with Soon Ang and Joo-Seng Tan, covers topics related to cultural intelligence and how to identify, develop, and foster it within work-related settings. Earley defines cultural intelligence as the ability to adapt to profoundly different and unfamiliar cultural settings and within newly experienced social environments. For persons living in foreign countries, adjusting to the social and cultural differences of a new environment adds considerable stress to the work environment. Earley and his coauthors describe common problems within this context, and offer techniques for identifying problems, developing cultural intelligence, and applying it where necessary in personal and professional situations. The authors also offer self-assessment tools to help readers identify areas that need improvement and where cultural intelligence skills are up to par.
BIOGRAPHICAL AND CRITICAL SOURCES:
American Journal of Sociology, November, 2002, Lisa Troyer, review of Multinational Work Teams: A New Perspective, p. 704.
Reference & Research Book News, May, 2006, review of CQ: Developing Cultural Intelligence at Work.