Organizational types and leadership roles

Certain managerial functions are necessary or of greater importance in certain organizations. The following relations between organization types and leadership roles are hypothesized: expert organizations and producers, bureaucratic organizations and administrators, group organizations and integrators, and task organizations and entrepreneurs. The analysis shows that striving for results and achieving goals (i.e. producer role) is a role requirement that appears in all types of organization, whereas integrating behavior was required as a secondary requirement, again in all four types of organization. It was also found that the union stewards overestimated their leaders’ efficacy as administrators and entrepreneurs, whereas the leaders themselves overestimated their own efficacy as producers and integrators. The leader’s length of service with the organization reduces the inclination towards the producer role, but is conducive to the role of administrator.     

遗失物拾得人报酬请求权及标准研究

新颁布的物权法规定了遗失物拾得制度,虽然立法者并没有按照国际惯例在物权法中充分肯定所有遗失物拾得人报酬请求权,然而通过一些调查分析,我们发现这与我们的国情又是相符的。看来,对所有遗失物拾得人报酬请求权的肯定还要循序渐进。     

管理教练、权变奖励、组织公民行为与B2B顾客满意

本文构建了一个有关主管行为、组织公民行为和B2B顾客满意的概念模型并加以检验。研究发现（1）销售人员的组织公民行为对于B2B顾客满意具有显著正向影响；（2）销售人员组织公民行为对B2B顾客满意的影响受环境不确定性的正向调节；（3）感知的管理教练行为和权变奖励均对销售人员的情感性组织承诺和组织公民行为具有正效应；（4）情感性组织承诺是主管行为对员工组织公民行为影响的中介变量；论文最后阐述了研究的管理内涵以及未来的研究方向。     

Investigating the impact of surprise rewards on consumer responses

Adopting an experimental approach, this research compared surprise rewards with membership discount rewards in terms of their impact on customer responses of delight, frustration and satisfaction. In addition, this research examined the circumstances under which surprise rewards should be offered in order to yield maximum benefits for hospitality firms. In particular, the study examined how the customer's cumulative satisfaction (high vs. low) influences the effectiveness of surprise rewards (vs. membership discount rewards) in increasing customer delight and satisfaction and decreasing customer frustration. Consistent with the theoretical predictions, results show that surprise rewards are more effective than membership discount rewards for enhancing customer delight and satisfaction and attenuating customer frustration, particularly when the customer's cumulative satisfaction is low. These findings have important implications for the hospitality industry. Hospitality managers and marketers could use this information to design effective loyalty reward programs.     

Marketing resources and performance of exhibitor firms in trade shows: A contingent resource perspective

In spite of the fundamental nature of trade shows as venues for working on webs of vertical and horizontal relationships, the extant trade show literature neglected relationship and network context factors. Specifically, previous studies attributed superior trade show performance to internal resource conditions and hence failed to address the moderating influence of important contexts such as relationship assets and knowledge assets. This study adopts the contingent resource perspective and extends the literature by proposing that the main effect of trade show resources on trade show performance is contingent upon the firm's internal knowledge assets and its external relationship assets. Overall, the empirical evidence supports the contingency models. One major managerial implication for exhibitor managers is the need to adjust allocation of its trade show marketing resources according to market-based assets it possesses.     

Contingent payments in selection contests

The early literature on research contests stressed the advantages of a fixed prize in inspiring R&D effort. More recently the focus has moved towards endogenizing the rewards to research activity in these tournament settings, since this can induce extra effort or enhance the surplus of the buyer. We focus on a research contest as a means of selecting a partner for an R&D enterprise, in an informational setting in which the established providers of R&D services know more about each others’ relative capabilities than does the buyer/sponsor. An alternative use of our model is in choosing between prospective patentees where the Patent Trading Office has less information on the patents than the competitors. This asymmetry creates a source of inefficiency if a rank order contest is used as a selection device; we show how the contest can be modified to improve selection efficiency, while maintaining its simplicity (as only ordinal information is required). The modification that we suggest involves endogenizing the prizes that are awarded contingent upon whether a contestant wins or loses the contest. Furthermore, the payment system and the selection mechanism are detail-free. This paper is part of the project “The Knowledge-Based Society” sponsored by the Research Council of Norway (project 172603/V10).     

The theoretical structure of producer willingness to pay estimates

This article analyzes the theoretical underpinnings of producer willingness to pay (WTP) for new inputs. In addition to conceptualizing the producer WTP function, we derive its comparative statics and show how these properties can be used to estimate quantities demanded or supplied and price elasticities. We also discuss implications of the comparative statics.     

Motivational bases for managing diversity: A model of leadership commitment

Given the limited effectiveness of equal employment opportunity and affirmative action programs in promoting minorities in the U.S., the onus to advance women and minority groups may depend on the voluntary efforts from corporate America. In this paper, we apply a general theory of commitment to help explain why top executives may be committed to managing diversity in organizations. We propose that top executive commitment can stem from instrumental, normative, or affective bases. Specifically, top executives may be motivated because of utility maximization, a moral obligation, or a personal desire to be associated with a program of social importance and/or to leave a positive legacy. We further explore the implications of the three motivational bases of top executive commitment to managing diversity on firm diversity outcomes, and we offer some propositions which can serve as a basis for future research.     

Senior expatriate leadership's effects on innovation and the role of cultural intelligence

We propose that senior expatriates’ visionary–transformational leadership influences the rate of innovation adoption in the organizations or units they head, but cultural intelligence moderates this relationship. Our hypotheses were tested with data from 153 senior expatriate managers and 695 subordinates from companies in all 27 countries of the European Union. We found a direct influence of senior expatriates’ visionary–transformational leadership on the rate of innovation adoption. Cultural intelligence moderates the effect of senior expatriates’ leadership on organizational innovation, but not on product-market innovation. Implications for academic research and business practice are discussed.     

Empowerment in hospitality organizations: Customer orientation and organizational support

Although empowering employees has often been prescribed as an efficient strategy for hospitality organizations, the strategy alone cannot ensure success. Individual and organizational factors should be considered to increase employees’ perception of empowerment. This study examines the impact of employees’ customer orientation and organizational factors on the employee empowerment perceptions. Our findings, based on a survey of 203 guest contact employees, suggest that organizations should hire customer oriented people, guide them with service training, provide a reward system, and facilitate service standards communication in order to increase perceived empowerment. Implications of these findings for hospitality service managers are discussed.