组织自主创新：理论观点与研究视角述评

文章认为，创新与企业家精神是知识经济时代组织发展与经济成长的重要动力。作者从组织创新理论与创造力理论相结合的角度，对组织自主创新的理论观点和研究视角进行了全面的分析与考察，探索了构建组织自主创新的理论框架，并讨论了网络经济条件下的网络化创新问题。     

企业审美化研究文献综述

企业审美化研究命题在西方组织管理学界研究发展始于20世纪80年代后期,自90年代以来趋于完善,研究的内容相当广泛,深入到企业组织运作的各个方面。在西方学术界已经出现了不少理论成果,为企业实际管理运营提供了很有价值的理论参考。相比之下,我国在这一领域的研究还远未成熟,研究状态比较混沌,优秀的研究成果也比较少。     

基于组织资本的房地产企业核心能力分析

组织资本是形成房地产企业核心竞争力的重要源泉。从组织资本本质着手,通过分析组织资本结构与房地产企业核心竞争力的关系及对其的影响力,提出从促进人力资本向组织资本良性转化和从组织创新的角度提升房地产企业核心竞争力。     

新农村农业经济组织模式的研究

文章对当前代表性的几种农业经济组织模式进行了研究，认为建设新农村要立足于发展种养殖业，运用现代企业管理理论，以土地经营权入股的方式，构建新农村经济组织，实现发展农业生产力，提高农民收入的目的。     

组织健康研究述评

全球社会经济的急剧变化,使组织面临空前激烈的挑战和压力,长期以来被忽视的组织健康正受到学术界和企业界的关注和重视.文章总结梳理了健康和组织健康的概念、内涵,探讨了国内外对组织健康的量表开发和相关变量研究现状,并指出了组织健康研究对管理实践的意义以及该领域的研究趋势.     

生产管理创新的基本轨迹:历史的视角

目前生产管理创新的理论研究已经远远落后于实践的发展,加强这方面的研究已成当务之急.文章在简要阐述了生产管理创新的含义及其内容的基础上,从历史演进的角度勾勒出生产管理理念创新、生产管理组织创新以及生产管理方法创新的基本轨迹,以期揭示生产管理创新的发展趋势.     

Collaboration,motivation, and the size of organizations

We present an analytical model of an organization that offers operational drivers of limits on team size. The model trades off benefits from collaborative problem solving against the disadvantages of diminishing motivation when groups get large. Collaboration is represented as parallel employee activity combined with frequent sharing of partial information, with a resulting superlinear performance increase over team size. Motivation is modeled by team members periodically setting an effort level either to contribute to the best of their ability or to “cruise”; at the minimum level not recognizable as shirking. Each individual decision is limited by bounded rationality based on team rewards, the time horizon of team interaction, and individual expectations about colleagues’ behavior. The decision collapses to a simple “barrier rule”;. Work hard when a certain “barrier percentage”; of team members work hard, and otherwise shirk. The influence of team size on this barrier percentage depends on the extent of benefits from collaboration: As long as performance increases quadratically with team size, the increased benefits resulting from collaboration exactly balance the temptation to shirk, with the barrier percentage approaching a fixed limit for large team sizes. As soon as the performance increase slows to anything less than quadratic, shirking eventually sets in and limits the possible size of the team. This implies that cooperation is sustainable in large organizational units, provided the problem‐solving processes used are powerful enough to ensure sufficient performance increases. Thus, effective problem‐solving methods are of double value, improving direct productivity and mitigating the social dilemma from team production. A manager should enlarge his or her organization up to the minimum of the limit set by the cooperation barrier and the exogenous performance limit.     

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

Grounded in the interactionist paradigm, this study shows that emotional exhaustion and perceived safety climate constitute important moderators of the relationship between proactive personality and work performance. More specifically, the study analyzes the relationship between proactive personality and its behavioural outcomes—organizational citizenship behaviour (OCB) and job performance—and investigates the interactive effects of emotional exhaustion and perceived safety climate. The study involves 485 Chinese airline employees including pilots, flight attendants, engineers, and service employees. Proactive personality positively predicted OCB and individual performance. Emotional exhaustion and perceived safety climate moderated the relationship between proactive personality and individual performance both independently and jointly. Implications of the findings for future research are discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

The Link Between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore

Based on a survey of 237 managers in Singapore, three measures of organizational ethics (namely, top management support for ethical behavior, the organization's ethical climate, and the association between ethical behavior and career success) are found to be associated with job satisfaction. The link between organizational ethics and job satisfaction is argued from Viswesvaran et al.'s (1998) organizational justice and cognitive dissonance theories. The findings imply that organizational leaders can favorably influence organizational outcomes by engaging in, supporting and rewarding ethical behavior.     

The Effects of Organizational and Ethical Climates on Misconduct at Work

Questionnaire data obtained from 97 supervisory and nonsupervisory employees representing the Production, Production Services, Marketing, and Administration departments of an Israeli metal production plant were used to test the relationship between selected personal and organizational attributes and work related misbehavior. Following Vardi and Wiener's (1996) framework, Organizational Misbehavior (OMB) was defined as intentional acts that violate formal core organizational rules. We found that there was a significant negative relationship between Organizational Climate and OMB, and between the Organizational Climate dimensions (Warmth and Support, and Reward), and OMB. Also, the activities of misbehavior reported by both managers and employees were negatively related to the Rules, Instrumental and Caring dimensions of Ethical Climates as defined by Victor and Cullen (1988).