Rebekah Dibble received her PhD in Management from UC Irvine in
2010 and completed a Post Doctoral Research Fellowship at the
Thunderbird School of Global Management in 2011, prior to joining
the School of Management as an assistant professor. Her current
research focuses on adjustment processes in cross-cultural teams
and collaborations, the theoretical implications of boundary
fluidity in teams, and the implications of global mindset for
global leader effectiveness and cross-cultural team
Prior to pursuing doctoral studies, Rebekah was awarded an MBA
from Brigham Young University and a bachelor's degree in
business from the University of Utah. She lived in South America
for a year and a half in the mid-1990s, is fluent in Spanish, and
conducted field work for her dissertation, titled "Collaboration
for the Common Good: An examination of Internal and External
Adjustment," in Costa Rica. During her doctoral studies she
received a Ray Watson Doctoral Fellowship and a Susan G. Cohen
Ph.D., Management, University of California, Irvine, 2010
MBA, Brigham Young University
BA, Business Management, University of Utah
Adjustment Processes in Cross-Cultural Teams and Collaborations
Global Leadership/Global Mindset
The impact of national culture and government on organizations
Gibson, C. B. and Dibble, R. Excess may do harm: Investigating
the effect of team external environment on external activities in
teams. Organization Science, Forthcoming.
Dibble, R. and Gibson, C. B. 2010. Margins, membership, and
mobility: Re-defining boundaries in collective endeavors. In K.
Cameron and G. Spreitzer (Eds.), Handbook of Positive
Organizational Scholarship. Oxford University Press.
Pearce, J. L., Dibble, R.,& Klein, K. 2009. The effects of
governments on management and organization. Academy of
Management Annals, 3: 503-541.
Gibson, C.B. and Dibble, R. 2008. Culture inside and out:
Developing the collective capability to externally adjust. In S.
Ang & L. Van Dyne (Eds.), Advances in Cultural
Intelligence: 221-240. New York: Sharpe.