Professor Cristina Gibson is currently a Professor of the University of Western Australia and Australian Research Council Future Fellow, having been the first management scholar to receive this honor in Australia. She studies how culture, organizational structures, policies, and technology are influences on collective cognitive processes such as information exchange. Her research has informed global practice, providing guidance regarding the motivational processes that must be managed in order to successfully implement teams internationally. More specifically, results shed light on the appropriate leadership and human resource practices needed in order to maximize the quality of the work experience, the effectiveness of teams, and the competitiveness of multinational firms.
Professor Gibson is the recipient of numerous awards recognizing her research, including six major grants from the Australian Research Council, three major multi-year grants from the National Science Foundation.
She is co-editor of Virtual Teams That Work: Creating the Conditions for Virtual Team Effectiveness and co-author of the book Multinational Teams: A New Perspective. She has published over 65 articles in leading journals, including Organizational Science, Journal of Applied Psychology, Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Journal of Management, Journal of International Business Studies, Journal of Cross-cultural Psychology.
She is a member of the Academy of Management, Academy of International Business, Society for Industrial Organizational Psychology and Society for Organizational Behavior, Australia.
2015 Paper of the Decade Award, Academy of International Business
Thomson Reuters 2015 Highly Cited Distinction (Citation Count Between 2003-2015 Among the Top 1% of Business and Economic Academics Globally)
2014 Thomson Reuters 2014 Highly Cited Distinction (Citation Count Between 2002-2014 Among the Top 1% of Business and Economic Academics Globally)
University of Western Australia Vice Chancellor’s Award for Senior Research Excellence
Dean’s Best Paper Award for 2014, UWA Business School
2013 Australian Research Council Linkage Grant with Inenco (Collins and Gibson) ($1,300,000)
University of Western Australia Collaborative Research Grant ($100,000)
Dean’s Best Paper Award for 2013, UWA Business School
2012 Spanish Economic Ministry (Rico, Sanchez, Gibson, and Mohammad) (approx. $50,000)
2011 Australia Research Council Discovery Grant (Griffin, Yeo, Day and Gibson) ($320,000)
Australian Research Council Linkage Grant with Inenco (Collins and Gibson) ($2,147,454)
Australian Research Council Linkage Grant with Alcoa (Gibson and Cordery) ($421,464)
2010 Australia Research Council Discovery Grant (Gibson) ($304,000)
2009 Australia Research Council Future Fellowship (Gibson) ($890,000)
2008 University of California, Irvine Pedagogical Innovation Award
2006 Center for Research for Information and Technology Grant ($15,000)
2005 Center for Research for Information and Technology Grant ($15,000)
2004 National Science Foundation ($100,000)
CRITO Grant ($15,000)
UCI Faculty Enrichment Grant ($25,000)
GSM CORCLR Research Grant ($3,000)
2003 Center for Innovation and Management Studies Award ($10,000)
2002 Ascendant Scholar Award - Western Academy of Management
Excellence in Research Award - USC
2000 National Science Foundation Supplemental Grant (with Susan Cohen) ($40,000)
1999 National Science Foundation (with Susan Cohen) ($300,000)
Center for Innovation Management Studies Award (with Susan Cohen) ($30,000)
1998 National Science Foundation POWRE Award ($20,000)
Education Commission of the States Grant ($15,000)
1996 National Science Foundation ($220,000)
In both 2014 and 2015, Professor Gibson was awarded the Thomson Reuters Highly Cited Distinction for having a Citation Count over the last 12 years among the top 1% of business and economic academics globally.
In 2015, Professor Gibson and her colleagues were recognized with the Paper of the Decade Award from the Academy of International Business, for publishing the most influential paper in the last decade.
Professor Gibson was recently elected, Program Chair Elect, for the Organizational Behavior Division, Academy of Management, a five year leadership succession culminating in Chair of the Division.
Editorial Board Member and Reviewer
2015-present Program chair elect, Organizational Behavior Division, Academy of Management (five year leadership succession culminating in Chair of the Division)
2012- 2015 Associate Editor, Organization Science Special Issue on the Psychology of Networks
2000 – present Editorial Board Member for Academy of Management Journal
2009 - present Editorial Board Member for Organization Science
2010 - present Reviewer, Australia Research Council
Professor Gibson’s most recent work, forthcoming in Academy of Management Journal, addresses the development of organizational diversity climates that foster effective team work across cultures:
Hajro, A., Gibson, C.B., and Pudelko, M. (forthcoming). The relationship between organizational diversity climate, knowledge exchange processes and effectiveness in multicultural teams. Academy of Management Journal.
Regularly conduct invited executive education courses on the topics of leadership, teams, virtual and international work for audiences around the world. Clients included:
Alcoa World Wide Refining
Boston Consulting Group
Australian Public Service
National Australia Bank
Johnson & Johnson
Lockheed Martin Aerospace
Links with Industry
Principal investigator on major multinational, multi-firm and multi-disciplinary research projects funded by Australian Research Council, with funding from the National Science Foundation in USA. This research has been conducted in partnership with a wide variety of organizations in industries such as resources, aerospace, technology, banking, and pharmaceuticals.
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, NAB, KPMG, General Electric, General Motors, Johnson & Johnson. Teams have been located in over 20 countries, encompassing the U.S., Canada, Australia, Latin America, Western Europe, and Southeast Asia.
Major research areas include: collective cognition, learning and innovation, and culture and technology.
Teaching organizational behavior, leadership and international management for undergraduates, MBA’s, executives, and Ph.D. students.
2015 Leading Global Collaboration, Management and Organizations, University of Western Australia
Developed course on leading global collaboration. The inability to lead collaborative efforts is a major factor leading managers to derail off the track to higher level positions. By completing this course, students will: (1) understand the components that comprise global collaborations, (2) learn to identify key factors that influence performance in them, (3) develop skills in diagnosing opportunities and threats that face such collaborations, and (4) gain leadership and teamwork expertise by working in complex collaborations and analyzing their own experience in and contributions to them. The course is highly interactive and involves a variety of experiences, including exercises, case studies, projects, and discussions. Topics include: adjusting leadership approaches for intercultural effectiveness; cultural integration and conflict resolution; intercultural communication; building links outside the collaboration to required resources; and technology use.
2007 MGMT 290 and MGMT 121: Global Team Collaboration, University of California, Irvine
Developed and taught MBA and undergraduate course on complex global collaboration focused on cross-functional, cross-team, cross-organization, and cross-national interfaces; cultural integration and conflict resolution; who must communicate with whom and how; building links outside the collaboration to required resources; and technology use. Students:(1) gain greater understanding of the components that comprise global collaborations, (2) learn to identify key factors that influence performance in them, (3) develop skills in diagnosing opportunities and threats that face such collaborations, and (4) gain teamwork expertise by working in complex collaborations and analyzing their own experience in and contributions to them.
2005 Ph.D. Seminar in Organizational Behavior, University of California, Irvine
Developed and taught a Ph.D. seminar designed to help students gain knowledge of recent organizational behavior research published in the mainstream management journals, including familiarity with: which issues and theoretical frameworks are receiving attention (and those that are not, but perhaps should be), the strengths of recently employed research designs and methodologies (as well as the weaknesses), basic conclusions which can be drawn from recent research (and those which have yet to be evidenced), and implications.
2005 Making Movie Magic: Learning From Collaborative Work Challenges in the Film Industry, University of California, Irvine
Developed and taught freshman undergraduate research seminar in which we examined collaborative work challenges, key managerial characteristics, and organizational features that are required to create a successful film, identifying ways in which these lessons can be translated into other settings to improve the effectiveness of work collaborations of all types.
2005-2006 FT200: Management of Complex Organizations, University of California, Irvine
Revised and taught core opening MBA course that introduces the foundations of strategy and competitive analysis, innovation as strategic imperative, different frameworks for analyzing and designing organizations, key issues in effective managing and leading in teams, and ethics in practice.
2004-2005 F/E296: Executive Leadership: Graduate School of Management, University of California, Irvine
Developed and taught capstone core MBA course designed to provide students with insights and perspectives about the role of the executive leader and how that role relates to their career, including in-depth analysis of your own leadership style, and career action plans for further development.
2003-2004 FE202: Organizational Analysis for Management; Graduate School of Management, University of California, Irvine
Developed and taught core MBA course designed to help students gain an understanding of the behavior of individuals, groups, and organizations and to develop skill in analyzing, managing and understanding organizations and organizational processes. The course integrates theories with the practical realities of managing organizations.
2001-2003 Virtualocity: A Virtual Collaboration Training Curriculum
Developed and taught a 12-module for training program for industry and education settings to train participants in the skills necessary for effective virtual collaboration. Each module contains concepts and frameworks, instructor scripts, experiential exercises with guidelines, and a handbook. The modules cover topics such as cultural integration, communication climates, and conflict resolution.
2001-2002 MOR 551: Performance Management and Motivation; Marshall School of Business, University of Southern California
Developed and taught MBA seminar designed to help students: (1) become familiar with a variety of motivational techniques that can improve work performance; (2) gain skills in implementing motivation and performance management interventions; (3) learn to optimize with minimal information and conduct analysis in “real time.”
Fall 1998-2003 Executive Education and Training, Center for Effective Organizations, University of Southern California
Developed and taught seminars for executive audiences addressing human resource management, team effectiveness, virtual collaboration, multicultural integration, communication, and innovation.
Spring 1998 MHR 870: Ph.D. Seminar in International Management; School of Business, University of Wisconsin, Madison
Developed and taught seminar designed to help participants gain: (1) familiarity with issues in six domains of international management; (2) expertise in leading critical academic discussion; (3) progress toward preparing a manuscript examining a particular domain; (4) experience revising a manuscript based on reviews and (5) expertise in providing a friendly review for a colleague.
Spring 1996 MHR 532: Organizational and Managerial Skills, School of Business, University of Wisconsin, Madison
Developed and taught course designed to introduce students to three key skills: (1) enhancing effectiveness (defining effectiveness, establishing goals and setting direction for organizations, and managing time efficiently), (2) enhancing integration (communicating and providing feedback, resolving conflicts and negotiating, working in teams, and designing organizational structures), and (3) enhancing change (initiating and sustaining change, valuing cultural diversity.
Fall 1995 – 1998 MHR 701: Management of Teams and Groups; School of Business, University of Wisconsin, Madison
Developed and taught undergraduate and core MBA courses designed to: 1) provide a greater understanding of the components and processes that comprise group behavior systems; 2) develop skills in diagnosing opportunities and threats that face teams and groups; and 3) create teamwork expertise through team projects and analysis of team experience.
Communication, interaction and effectiveness in teams
Multicultural collaboration and identity
Impact of culture on work behavior
Cross-cultural and technology-enabled communication