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This study attempts to compare and examine the differential effects between person-organization (P-O) cultural fit and person-team (P-T) cultural fit on multiple work attitudes toward the team, organization, and job performance. Using a longitudinal data collected at four times from 1,539 employees at a global Korean conglomerate, the results showed that P-O cultural fit (T1) had a significantly positive effect on organizational satisfaction (T2) and organizational commitment (T3), but had a weaker positive effect compared to P-T cultural fit (T1). On the other hand, P-T cultural fit (T1) had a significantly positive relation with organization-related attitudes, as well as team-related attitudes, such as team satisfaction (T2) and team commitment (T3), and job performance (T4). These results empirically revealed that congruence of the value between an individual and the team plays a crucial role in work attitudes and job performance. These findings provide practical implications for the cultural management of teams. [ABSTRACT FROM AUTHOR]

This conceptual paper offers a novel, language-centered perspective on career mobility. Previous research on the boundaryless career has emphasized physical rather than psychological career mobility. We focus on the latter as it is an antecedent of physical mobility that has high predictive power. Findings in the field of international business show how the introduction of a new corporate language creates a glass ceiling preventing individuals whose language proficiency is insufficient from pursuing career opportunities within the organization. Nevertheless, these effects have not been systematically conceptualized. On the basis of an interdisciplinary literature review of careers, person-environment fit, and language-centered work in international business, we develop a theoretical model which explains psychological career mobility as an outcome of language misfit. We propose the construct of language misfit and argue that language misfit steers, shapes, and redirects psychological career mobility through job dissatisfaction. [ABSTRACT FROM AUTHOR]