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Patricia Garcia-Prieto
Université libre de Bruxelles
23Publications
4H-index
87Citations
Publications 23
Newest
Published on Feb 1, 2015in Journal of International Business Studies 6.20
Carine Peeters12
Estimated H-index: 12
(Katholieke Universiteit Leuven),
Catherine Dehon13
Estimated H-index: 13
(ULB: Université libre de Bruxelles),
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles)
Contrasting with extant research centred on the organizational challenges of sourcing services in culturally distant countries, we show that cultural differences between home and host countries do not prevent firms from achieving their cost savings targets. Instead, the effect is positive, both for the captive and outsourcing governance models. Using insight from social psychology research and the theory of organizations, we build the argument that the positive effect is due to cultural differen...
16 Citations Source Cite
Published on Jan 1, 2014in Recent results in cancer research
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles)
Culturally the most important, valued, and less stigmatized part of cancer care is the medical part: The surgeon cutting the tumors out and the oncologist leading the strategic decision-making of the medical treatments available. The least valued and stigmatized part of cancer remains the psychosocial care. This chapter describes––through the eyes of an academic, psychologist, stage IV melanoma patient, and patient advocate––how one patient navigated changing psycho-oncological needs from early ...
1 Citations Source Cite
Published on Jan 1, 2014in Management international
Carine Peeters12
Estimated H-index: 12
(ULB: Université libre de Bruxelles),
Sébastien Point8
Estimated H-index: 8
('ENS Paris': École Normale Supérieure)
+ 1 AuthorsAndrés Davila3
Estimated H-index: 3
('ENS Paris': École Normale Supérieure)
La delocalisation d’activites a l’etranger est une pratique de plus en plus repandue dans les entreprises, avec pour consequence d’accroitre les differences culturelles auxquelles les entreprises sont confrontees. L’analyse qualitative de 76 articles sur la periode 1996-2009 provenant de 26 revues internationales de gestion montre que la culture est uniquement presentee comme une menace pour les entreprises qui delocalisent, et ce, en depit d’une litterature sur la diversite nettement plus posit...
2 Citations Source Cite
Published on Jul 1, 2012
Carine Peeters12
Estimated H-index: 12
,
Catherine Dehon13
Estimated H-index: 13
,
Patricia Garcia-Prieto4
Estimated H-index: 4
Source Cite
Published on Feb 1, 2011in Human Relations 3.04
Veronique Tran5
Estimated H-index: 5
(ESCP Europe),
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles),
Susan C. Schneider15
Estimated H-index: 15
(University of Geneva)
In this article, we address the question of why employees may resist or support any aspect of diversity management. More specifically, we propose a dynamic model that explains how and why specific social identities triggered by diversity management influence employees appraisals of diversity management, in turn eliciting specific emotions and specific behavioral responses such as resistance or support to various implementations of diversity management policies and practices. We rely on Intergrou...
20 Citations Source Cite
Published on Feb 1, 2009
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles),
Véronique Tran1
Estimated H-index: 1
(ULB: Université libre de Bruxelles)
+ 1 AuthorsDiane Mackie (Bentley University)
We apply Intergroup Emotion Theory – a theory that considers emotion as a group-based phenomenon - to argue that the way diverse team members cognitively appraise a situation (concerning relationships or the task at hand) and react emotionally about it, and the extent to which they intend to act on it or not, will be a function of their identification with a salient categorization. The proposed extension by applying IET offers the advantage of being able to predict more specifically when and why...
Published on Feb 1, 2009
Patricia Garcia-Prieto4
Estimated H-index: 4
,
Diane M. Mackie43
Estimated H-index: 43
,
Eliot R. Smith52
Estimated H-index: 52
Two studies were designed to investigate the relations among ethnic group membership, ethnic group identification, group based-appraisals, and group-based emotions in determining behavioral tendencies of support and opposition toward diversity initiatives. The two studies confronted participants with the hire of an ethnic minority under a diversity-based procedure. The first study assessed reactions of whites to the hire of an ethnic minority under a diversity-based or a merit-based policy. The ...
Published on Feb 1, 2009
Carine Peeters12
Estimated H-index: 12
,
Patricia Garcia-Prieto4
Estimated H-index: 4
,
Sébastien Point8
Estimated H-index: 8
Offshoring inevitably leads to increased cultural diversity in work relations. Most companies perceive this increased diversity as a risk, a problem that needs to be minimized or remedied for offshoring to succeed. Building on the business case for diversity management literature we propose an alternative positive view of cultural diversity in the context of offshore relationships. We suggest that the increased cultural diversity that offshoring brings can actually be an opportunity companies sh...
Published on Feb 1, 2009
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles),
Véronique Tran1
Estimated H-index: 1
(ULB: Université libre de Bruxelles),
Susan C. Schneider15
Estimated H-index: 15
Managers analyze their environment in order to diagnose strategic issues, events which may have an important impact on the organizational performance. But to date little has been said about the role of emotion in the process of strategic issue diagnosis (SID). Our paper focuses on how emotions and social identities can influence SID, which has been primarily discussed from a purely cognitive perspective. First, we build on cognitive appraisal theory of emotion to better predict individual emotio...
Published on Feb 1, 2009
Susan C. Schneider15
Estimated H-index: 15
,
Patricia Garcia-Prieto4
Estimated H-index: 4
,
Veronique Tran5
Estimated H-index: 5
Although the business case for diversity has been well established, efforts to recognize diversity as a strategic issue and to implement diversity initiatives have often been thwarted. We consider diversity to be a strategic issue as it can have an important impact on organizational performance (Ansoff, 1980). However, the response to diversity as a strategic issue is subject to interpretation on the part of both decision-makers and those concerned with the implementation of those decisions. We ...
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