虚拟组织领导被信任与组织绩效间关系的实证研究

对于领导被信任的相关研究较少,因此笔者深入讨论虚拟组织领导被信任与组织绩效间关系。基于深入的文献分析,本文提出假设：虚拟组织成员企业绩效与虚拟组织整体绩效正相关,虚拟组织中员工对领导的信任与虚拟组织整体绩效正相关,虚拟组织中成员企业的员工对领导的信任与成员企业绩效正相关。通过对206家高新技术企业的实证研究,验证了假设的合理性。     

组织间关系治理与工程项目质量绩效关系探究

经过十几年的发展,组织间关系治理与工程项目质量绩效关系研究取得了重要的进展。通过梳理过去组织间关系治理与工程项目质量绩效关系研究取得的主要成果和进展,归纳了组织间关系治理与工程项目质量绩效关系研究的主要理论视角和理论框架,并在此基础上提出了未来组织间关系治理与工程项目质量绩效关系研究方向和需解决的问题,以期对中国情境下组织间关系治理与工程项目质量绩效关系探究提供理论参考。     

关系嵌入构型、学习能力与服务创新绩效：基于交互效应的理论分析

文章以企业与外部伙伴关系嵌入性作为切入点,围绕关系嵌入性如何对服务创新绩效产生影响这一基本问题,分析了关系嵌入构型与学习能力对服务创新绩效的交互效应,并提出了相关假设,为大样本实证研究奠定了理论基础。     

基于SCP框架下的我国汽车产业组织研究

由哈佛学派创立的以新古典经济学的价格理论为基础的产业组织理论,以实证研究为手段,构建了“市场结构—市场行为—市场绩效”的分析框架。在我国新一轮宏观经济调控政策效果显现和新汽车产业发展政策进入实施的背景下,文章主要依据产业组织理论,运用SCP框架对近年来我国汽车产业的大量数据进行市场结构、企业竞争行为、产业绩效及其相互关系进行实证分析,并由此为我国汽车产业的发展提出了相应的政策性建议。     

项目团队中上下级关系对领导授权行为的影响

在中国文化情境下,研究项目团队中的上下级关系主要考虑上司-下属关系和领导-成员交换两个方面。本文采用问卷调查法,筛选出72份领导和252份成员问卷作为样本,探讨了上司-下属关系、领导成员交换、组织正式度和领导授权行为的关系。通过相关性分析和回归方法分析发现,团队成员的上下级关系均对领导授权行为有正向影响,其中组织正式度在领导-成员交换与领导授权行为之间起调节作用,即组织正式度越高,领导-成员交换对领导授权行为的影响就越强。最后,本研究认为在中国文化情境下可以从发展良好私人关系、改善领导-成员交换质量、加强组织规范建设、营造和谐的组织氛围等方面来提高领导授权行为,进而实现组织绩效。     

意义建构理论视角下谦卑领导对团队创新绩效的作用机制研究

知识经济时代,信息越来越分散,领导者如何激励团队成员进行主动性的知识创造,对于促进知识传播和创新具有重要意义。作为一种“自下而上”的领导风格,谦卑领导成为团队创新绩效的重要影响因素。基于意义建构理论,本研究构建了谦卑领导通过外部知识获取/内部知识分享和团队学习行为影响团队创新绩效的双链式中介模型,并通过64个团队配对样本进行实证分析。结果表明,谦卑领导对团队外部知识获取和团队内部知识分享均有显著正向影响,团队知识分享/团队知识获取和团队学习行为在二者关系中起到双链式中介传导作用。研究结果为知识经济时代团队领导更广泛地看待知识管理现象,促进团队知识潜力发展,并最终提升团队创新绩效有一定的理论意义和实践启发。     

企业组织健康与员工情绪管理关系研究

通过对企业组织健康与员工情绪管理关系研究,得出企业组织健康建设对优化员工情绪与企业财务增长、推进企业可持续发展有着重要作用;同时,认为员工沉默这一企业情绪管理行为,对于企业绩效和发展具有重要反向作用。建立了企业组织健康建设与员工情绪管理研究模型,并进行实证研究,结果表明:企业健康组织中的学习与成长维度对于员工情绪管理具有多方面调节作用。最后,提出企业组织健康建设与情绪管理协同对策,包括建立企业健康组织的学习共享平台、创新企业健康组织的激励机制以促进企业的绩效提高和可持续发展。     

组织冗余、产品市场竞争与企业绩效——基于制造业上市面板数据的实证研究

当前国内外对组织冗余与企业绩效关系的研究并不一致.本文结合代理理论和组织理论,以产品市场竞争为情境变量,研究了组织冗余与企业绩效的关系.通过采用2001 ～ 2010年制造业上市公司面板数据对理论假设进行检验,实证结果表明:在转型经济的中国,组织冗余与企业绩效的关系更多地支持了代理理论提出的负面影响的观点;但是随着产品市场竞争加剧,企业代理效应受到更多约束、组织理论所提出的冗余正面效应更加凸显,组织冗余与企业绩效两者之间的负向关系被弱化.     

创业行为、动态能力与组织绩效

面对环境的不确定性,组织如何发现、创造新的市场机会并克服能力刚性,将直接关系到组织的生存和发展。文章认为,组织必须实施积极的创业行为和建立相应的动态能力,并通过有效的组织学习来实现两者间的互动和融合,从而形成自身的可持续竞争优势。对此,文章在对组织创业行为和动态能力的研究基础上,提出了创业行为、动态能力与组织绩效三者间的关系理论模型。     

部门协作对先动型市场导向与绩效关系的中介作用

先动型市场导向关注顾客潜在需求,正向影响企业绩效。先动型市场导向对部门协作提出更高标准,要求各部门通力合作,促进突破性创新和开拓式学习,最终提升绩效。本研究旨在验证先动型市场导向对绩效的正向影响,并探索部门协作在先动型市场导向与绩效关系间的中介作用。借助结构方程模型,利用长三角地区企业数据进行实证分析的结果显示:先动型市场导向对企业绩效有显著正向影响,部门协作对先动市场导向与绩效关系起部分中介作用。对企业实践而言,通过加强内部各部门相互协作可提升组织绩效。     

Leadership style,organizational culture and performance: empirical evidence from UK companies

The topics of leadership and organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and culture are linked to organizational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between leadership style and performance is mediated by the form of organizational culture that is present. The paper concludes with a number of implications for theory and practice.     

Leadership styles, need satisfaction and the organizational commitment of Greek managers

This article presents the results of an empirical study of the relation between the leadership styles, need satisfaction and the organizational commitment of Greek managers. The findings show that there is a negative relationship between need satisfaction and organizational commitment. This relationship is stronger for the higher-order than for the lower-order needs. Furthermore, the results provide some empirical evidence regarding the relationship between the superior's leadership style and the subordinate's organizational commitment. The findings show that in most cases studied, the commitment of the Greek managers was higher when the superior adopted a consultative leadership style. This style was also the one preferred by the majority of our respondents.     

Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study

Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees’ orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers’ orientation toward leadership is a useful interacting variable. Participative leadership lowers affective commitment to change for individuals with high dominance orientation. In contrast, participative leadership increases affective commitment to change for employees with high development orientation toward leadership. Implications for theory and practice are discussed.     

Performance implications for the relationships among top management leadership,organizational culture,and appraisal practice: testing two theory-based models of organizational learning theory in Japan

The purpose of this study was to examine the interrelationships among top management leadership, organizational culture and human resource (HR) practices, and their associative effects on organizational performance. Based on the theory of organizational learning, we developed and tested two different causal models: (1) a feed-forward learning flow model in which supportive leadership by top management would create a community culture and HR practices within organizations; and (2) a feedback learning flow model in which a community culture would support the practice of supportive leadership by top management and HR practices within a firm. Our structural equation modelling (SEM) results for a sample of 225 Japanese small and medium-sized enterprises (SMEs) in Japan supported the second model, in which the dominance of a community culture within the firm is an antecedent of top management's supportive leadership, which in turn necessitates a performance-based appraisal practice and eventually leads to better organizational performance in terms of objective indicators of turnover and absenteeism rates and workforce productivity. The findings are used to discuss the role of top management leadership in a particular organizational culture from the organizational learning perspective. Limitations and directions for future research are also discussed.     

Exploring the linkages of green transformational leadership,organizational green learning,and radical green innovation

Radical green innovation is the necessary way for countries and firms to achieve sustainable development. Although the influencing factors of green innovation have attracted extensive attention, there is little research on the antecedents of radical green innovation. Drawing on organizational learning theory and attention-based view, this study proposes R-I ratio to measure the configuration of exploratory green learning and exploitative green learning, then analyzes the relationships among green transformational leadership, R-I ratio and radical green innovation, and examines the moderating effects of green R&D investment and environmental regulatory pressure. Based on a sample of 243 manufacturing firms in China's strategic emerging industries, the empirical results reveal that green transformational leadership promotes R-I ratio, and R-I ratio has inverted U-shaped relationship with radical green innovation. The results also find that green R&D investment plays U-shaped moderating role in the relationship between green transformational leadership and R-I ratio, and environmental regulatory pressure positively moderates the relationship between green transformational leadership and R-I ratio. The study not only reveals the relationships of green transformational leadership, organizational green learning and radical green innovation, but also provides theoretical guidance and management practice for manufacturing firms and government to promote radical green innovation.     

The Social‐Cognitive Underpinnings of Employees’ Ambidextrous Behaviour and the Supportive Role of Group Managers’ Leadership

Although research on organizational ambidexterity has exploded in the past several years, the determinants of individual‐level ambidexterity have received little scholarly attention. This is surprising given that management scholars increasingly highlight the benefits of combining explorative and exploitative activities in individual employees’ work roles. Using data collected by a two‐wave survey of 638 employees nested in 173 groups across 34 organizations, our research demonstrates that both psychological factors and leadership predict employees’ ambidextrous behaviour. Our results demonstrate that general self‐efficacy positively predicts ambidextrous behaviour through learning orientation. In addition, we show that employees exhibit higher ambidexterity when their group managers demonstrate paradoxical leadership; that is, a leadership style that couples strong managerial support with high performance expectations. Paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity such that employees’ ambidextrous behaviour is highest when paradoxical leadership and employee learning orientation are simultaneously at high levels.     

‘The times they are a changin’? transformative organizational innovations in financial services in the UK

Much of the management guru-based literature emphasizes the transformational capacity of organizational innovations (OIs). The excellence, quality and reengineering literature purports to abandon hierarchy, bureaucracy and management control; to eradicate conflict and instil an new team and quality-based ethos. Yet much remains unknown about how these OIs are operationalized. Here we question both theoretically and empirically the validity of such transformational claims by reference to our research within financial services. We argue that despite considerable changes, OIs remain both a condition of, and location for, the exercise of organizational power relations. Bureaucratic and hierarchical structures continue to pervade organizations. Work-related pressures and tensions abound concerning issues such as control over the quality versus the quantity of work output, work intensification and job insecurity. All of which impinge upon the performance of OIs, and belie notions of a ‘transformation’ of organizational cultures, structures or strategies.     

Cognitive style: Some human resource implications for managers

Cognitive style may be defined as an individual’s inherent and consistent way of organizing and processing information. It is independent of cognitive ability and may have an important bearing on individual performance within and across organizational settings, for example in the areas of selection, vocational and occupational preferences, management competence, team composition and performance, occupational-stress training and development and organizational learning. A model is suggested in which it is argued cognitive ability, cognitive style and cognitive strategies are intervening variables between individual/organizational processes and individual/organizational performance. It is suggested that managers and others within organizations who have a responsibility for human resource issues need to consider ways in which a knowledge of style may be integrated into these important areas of activity.     

How variation in management perceptions affects organizational performance

This research project uses innovative techniques (multiple respondents and partial relative standard deviations) to examine organizational management ratings of their implementations of market orientation, learning orientation, entrepreneurial management, and organizational flexibility. This study included manufacturers and service businesses, and also not-for-profits in education and healthcare to reflect the 21st century economy. The major finding of this study was larger than the expected response variation within management teams and how this correlated negatively with performance. The results are eye-opening and should be a concern for both management in organizations and the research community.     

A conscious‐authentic leadership approach in the workplace: Leading from within

This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious‐authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious‐authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee‐withdrawal behavior and absenteeism during the period 2003–2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self‐awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self‐assessment of personal attributes and leadership style. The findings provide a working definition of conscious‐authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace.