供应链的权力、契约、信任网络及其特征——基于社会网络分析

针对近年来供应链不再仅仅局限于企业内部或者某一链条上而是形成了企业间的供应链网络这种现象,基于理论演绎和社会网络分析,对供应链网络及其特征进行了探索性研究。首先基于格里菲提出的市场型、模块型、关系型、受制型、层级型治理结构模型,从社会网络角度对五种供应链治理结构的网络特征做了初步探索,进而构建了五种治理结构的交易网络和社会网络,其中社会网络又分为权力网络、契约网络和信任网络。通过分析发现,市场型治理结构的契约网络比较密集,关系型治理结构的信任网络比较密集,而层级型治理结构的权力网络比较密集。     

Retaining Employees Through Anti–Sexual Harassment Practices: Exploring the Mediating Role of Psychological Distress and Employee Engagement

The present study utilized sexual harassment, organizational climate, and engagement theories to articulate a process model of how perceived anti–sexual harassment practices and sexual harassment incidents relate to affective commitment and intentions to stay. The authors hypothesized that perceived anti–sexual harassment practices and sexual harassment incidents would relate to employee engagement, both directly and indirectly through psychological distress. Moreover, psychological distress and employee engagement were hypothesized to mediate the relationships of perceived anti–sexual harassment practices and sexual harassment incidents with affective commitment and intentions to stay. Study findings supported these hypotheses within two subsamples of female (N = 3,283 and 3,207) and male (N = 3,460 and 3,300) military personnel. © 2014 Wiley Periodicals, Inc.     

Understanding social influence in Facebook fundraising: Relationship strength,immediacy of needs,and number of donations

Crowdfunding through social media has presented challenges and opportunities for nonprofit and voluntary sector organizations. To better understand how organizations can harness the power of social media in fundraising, the current research examined the effects of different types of Facebook fundraising posts on donor engagement. Based on Social Impact Theory, three factors of social influence were investigated, including relationship strength with the fundraiser creator, immediacy or urgency of the fundraising need, and number of donations. An online experiment was conducted using samples recruited through Amazon Mechanical Turk. A repeated measures test was performed to explore the effects of three social influence factors on perceived source credibility, feeling of social presence, attitude toward the post, and intention to click, share, and donate. Strongest main effects were found for immediacy of needs. Facebook fundraising posts for an urgent need generated much more positive responses than posts for a nonurgent need. Interaction effects were also found among three variables in perceived credibility and intention to click. Personal relevance and perceived risk moderated the effects of number of donations on intention to donate. Implications for nonprofit and voluntary sector organizations were discussed.     

Roles, resources and benefits of intermediate organizations supporting triple helix collaborative R&D: The case of Precarn

Triple helix collaborations involving academia, government and industry are believed vital to the success of regional technology development. However, due to differences in culture, organizational functioning and incentive mechanisms as well as the different objectives of the various actors involved, such collaboration is difficult to create and sustain. A case study of the organization called Precarn, a collaborative, which manages a program of triple helix projects, is used here to illustrate how an intermediate organization can help triple helix partnerships towards the successful commercialization of new technologies. The paper contributes to the literature on managing R&D collaborations and innovation networks using organization theories to explain why and how collaborative intermediate organizations can facilitate successful technological adoption and commercialization across innovation networks.     

Psychological contract breach,high-performance work system and engagement: the mediated effect of person-organization fit

Based on social exchange theory, we developed and tested a mediated moderation model to investigate the effects of psychological contract breach (PCB), person–organization fit (P–O fit) and high-performance work system (HPWS) on employee engagement. Using a sample of 255 employees in China, our results revealed that PCB has significant negative effect on employee engagement, and P–O fit partially mediates this relationship. We further found that high levels of perceived HPWS aggravate not buffer the negative effect of PCB on employee engagement and P–O fit. In addition, the interaction of HPWS and PCB on employee engagement is mediated by P–O fit. Implications for the research and practices, limitations and directions for future research are discussed.     

Crossing the level of employee's performance: HPWS,affective commitment,human capital,and employee job performance in professional service organizations

Extant research on high-performance work systems (HPWS) has primarily examined the effects of HPWS on firm-level performance from a macro perspective and mostly in manufacturing settings. This study extends this literature by integrating social exchange theory and human capital theory perspectives to examine how shop-level HPWS affect employee individual performance in the service context, especially focusing on the small-scale professional service organizations. Data collected from multiple sources included 97 hair salon shop owners and 284 hairdressers as well as objective job performance measured in terms of each hairdresser's average monthly service sales. Results from cross-level analysis indicated that the relationship between shop-level HPWS and employee job performance was mediated by employee affective commitment and their human capital. These findings shed new light on the mechanisms through which HPWS impact employee outcomes and serve to bridge between macro and micro perspectives of human resource management.     

Impact at the ‘Bottom of the Pyramid’: The Role of Social Capital in Capability Development and Community Empowerment

Rooted in the notion of inclusive capitalism, the Bottom‐of‐the‐Pyramid (BoP) approach argues for the simultaneous pursuit of profit and social welfare by creating markets for the poor. This idea has been both celebrated and criticized in the literature. We do neither in this paper. Instead, by leveraging insights from Amartya Sen's work on capability development and the literature on social capital, we offer a more socially embedded and community‐centric BoP approach. By redefining poverty not just as a lack of income, but also as a lack of ‘capabilities’ in Sen's sense that can be developed through leveraging social capital, we offer a systemic framework for understanding the societal impact of business‐driven ventures in the BoP and empowering BoP communities through these ventures. Specifically, we argue that any business initiative in the BoP ought to be evaluated on the basis of whether it advances capability transfer and retention by (a) enhancing the social capital between a particular community and other more resource rich networks, and (b) preserving the existing social capital in the community.     

Perceptions of HR practices,person–organisation fit,and affective commitment: The moderating role of career stage

In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.     

Servant leadership,organizational identification,and work‐to‐family enrichment: The moderating role of work climate for sharing family concerns

The present study investigates the impact of servant leadership as perceived by followers on their work‐to‐family enrichment (WFE) by focusing on the mediating role of organizational identification and the moderating role of work climate for sharing family concerns. The results from a field survey of 230 married managers in China provide full support for our hypotheses, indicating that perceived servant leadership is positively related to WFE; this relationship is also mediated by organizational identification. In addition, work climate for sharing family concerns attenuates the effects of servant leadership on organizational identification and WFE. The theoretical and managerial implications of these findings are discussed. © 2012 Wiley Periodicals, Inc.     

Leader humility,team job crafting and team creativity: The moderating role of leader–leader exchange

Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.     

Selling Mobility instead of Cars: New Business Strategies of Automakers and the Impact on Private Vehicle Holding

This article considers the business strategy of an automaker entering the car‐sharing market. Given the high growth of the car‐sharing industry, this could become a new business segment and simultaneously have effects on branding. The considered case is a car‐sharing system called car2go, which was launched by Daimler in 2009. An empirical analysis based on primary data (N = 1881) indicates that private vehicles are reduced as a consumer reaction. This constitutes a potential for environmental gains, as shared and consecutively used cars require less of production resources compared to a higher number of private cars being bought, driven and parked individually. Implications for public policy are that the allocation of public space to car‐sharing systems could result in a net gain of space in cities. Policy makers should also consider the dependency of car‐sharing schemes on municipal support regarding parking spaces and they should anticipate the upcoming electrification. This is the first study on a large‐scale car‐sharing system operated by an automaker using retrospective primary data. It contributes to the assessment of the current trend of car manufacturers launching car‐sharing schemes. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Internal Markets,Management by Targets,and Quasi‐Markets: An Analysis of Health Care Reforms in the English NHS

There have been two major attempts to introduce market mechanisms into England's National Health Service: the ‘internal market’ reform project of the 1990s, and the ‘quasi‐market’ of the 2000s. Despite their similarities, the former attempt was on balance unsuccessful while the latter succeeded. This article examines and compares the outcomes of the two periods, analysing the reasons for their relative successes and failures. It goes on to highlight options for future reforms that would build on those achievements.