在华跨国公司企业文化对组织公民行为的影响研究

进入新世纪以来,经济全球化己成为不可逆转的发展趋势,跨国公司作为主要推动力量以其特有的核心竞争力日益彰显出强大的生命力。企业文化在被视为企业发展的引擎、企业的无形资源的同时,由于其对企业长期经营业绩的重要作用。本文重点研究在华跨国公司企业文化与组织公民行为的关系,并以组织信任为中介变量进行研究,研究结果表明企业文化与组织信任有显著的相关性,组织信任对组织公民行为也有显著的预测作用。最后通过改变企业文化维度为提高企业组织公民行为提供合理建议。     

Large-scale transitional procurement change in the aerospace industry

The importance of a socialised perspective when involved in a change programme is demonstrated through an empirical study of large-scale purchasing transition in an aerospace company. Alternative change management frameworks are employed to assist in the sense making of intended actions and realised outcomes to re-configure purchasing activities. Sequential stepwise frameworks are critiqued showing the context-driven political and social factors that impinged on the implementation of a planned change strategy. The findings illustrate the complexity of change, and conclude by highlighting the importance of synthesising shifting contexts with action.     

Predictors of organizational citizenship behavior in relation to environmental and health & safety issues

Abstract

Organizational citizenship behaviors (OCBs) in relation to the environment and health and safety, commonly shaped by individual and voluntary initiatives, are essential factors for a smooth and efficient organization in firms. Our research explores the factors affecting OCBs related to environmental and health and safety issues in a Multinational Enterprise (MNE) operating in the oil & gas sector. More in detail, we tested the influence of personal attitudes, self-efficacy, organizational support and social norm on OCBs related to environmental and health and safety issues. The results show that personal attitudes and self-efficacy positively influence OCBs related to environmental and health and safety issues and those factors are influenced respectively by perceived organizational support and social norm. Moreover, we found that attitudes play a full mediation between social norm and OCBs related to environmental and health and safety issues and that organizational support on organization citizenship behavior for the environment and health and safety that is partially mediated through the perceived self efficacy. Finally, the results of our investigation are contextualized in the theoretical and managerial frameworks pointing to a number of avenues for further research.     

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.     

Adult attachment styles in the workplace

Prior research has demonstrated that attachment styles are important antecedents of interpersonal relationship quality and psychological well-being. Despite this, the theory of attachment styles has been largely ignored by researchers interested in workplace phenomena. The present paper aims to explain the theory of attachment styles, why researchers have overlooked attachment styles as an antecedent of organizational behavior, and a possible means of reconciling attachment theory with current models of personality. Moreover, I will review what existing research has actually demonstrated in terms of linking attachment styles to leadership, trust, satisfaction, performance and other outcomes. Finally, I will explore what possible future directions may be taken by researchers in the future in order to broaden and deepen our understanding of the role of attachment styles in the workplace.     

论领导行为，组织学习、创新与绩效间影响的实证研究

本研究提出一理论架构,将组织学习与组织创新作为解释领导行为与组织绩效间关系的主要中介变量。运用经济理论、管理理论和问卷调查研究方法,以台湾新竹科学园区的信息电子产业作为实证研究的对象,有效分析样本厂商共112家。分别以基本叙述统计、信效度分析、因素分析与典型相关分析等方法来进行实证并验证本研究所提出之各项假设。主要发现为:整体而言,本研究整体理论模式配置符合可接受的适合度检定水准,表示本研究的理论架构可获得支持,故组织学习与组织创新作为领导行为与组织绩效间的影响关系确实存在着。     

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.     

The effects of interorganizational governance on supplier's compliance with SCC: An empirical examination of compliant and non-compliant suppliers

Often, there is a huge gap between the requirements of the Supplier Codes of Conduct (SCC) imposed by buyers from advanced economies and actual compliance with SCC in developing countries. It is difficult for reseachers to reach suppliers who have violated SCC, especially within a large sample, because few disclose SCC violations to the public. In this paper, however, we identified 108 non-compliant Chinese apparel and textile suppliers. Through the investigation of these non-compliant suppliers and their compliant peers, this paper tests the impacts of antecedent factors (price pressure, production complexity, and contract duration) and buyer's governance mechanisms (peer-to-peer and buyer-to-supplier) on the likelihood of a supplier's compliance with SCC. While the buyer-to-supplier governance does not show significant effects, the peer-to-peer governance demonstrates the likelihood of supplier's commitment to SCC. This research reveals that if buyer's governance efforts move away from threat and toward cooperation, supplier's compliance with SCC could be more sustainable.     

Organizational flexibility in Australia

This paper presents a typology that distinguishes two types of flexible organizations based on the clarity of purpose and the extensiveness of formal rules. The analysis shows that these forms of flexibility are related to whether organizations engage with their environments reactively or strategically. One form (strategic flexibility) is evident in a 'goal-directed' type of organization (having clear goals but low levels of formal rules), and the other can be observed in an informally-organized type (lacking clear goals, and with limited formal rules). These are compared with two other types: formally-organized (clear goals and extensive formal rules); and rule-governed (lacking clear goals, extensive formal rules). An analysis of a sample of fifty organizations shows clear differences between the four types with respect to contextual factors; environmental conditions; strategy and structure; and integrative mechanisms.     

Empowering by de-depowering: towards an HR strategy for realizing the power of empowerment

Empowerment is still on the agenda as a management concept. The rhetoric around it is very much in line with good old human relations values, and it put forward as a recipe for coping with increasingly rough waters. This paper argues that these recipes are often of the type 'the solution is the problem'. Rather than expose themselves dubious empowering tools, organizations should seek to identify what 'de-powers' their employees. Genuine empowerment is nourished by an empowering organization. Six, fairly general de-powering tendencies are provided as illustration. It is suggested that empowerment efforts should be directed towards creating better grounds for empowerment. A strategy for doing this could be aimed at de-powering the organization. Guidelines for such a strategy are suggested.     

群体行为对个体行为影响视角下的高校学生管理

本文主要运用组织行为学理论中的群体行为和个体行为理论,分析当今大学生群体行为对个体行为的影响在高校管理中的应用,为学生营造良好的成长环境。同时,根据分析的成果提出如何针对大学生进行有效管理的建设性意见。     

OCB and external–internal social networks: effects on individual performance and adaptation to change

In this study, we develop and test a model that links one's internal and external social network structures to his or her willingness and ability to adapt in a changing work context. Using a survey data from 371 employees working in 133 different branches of a large financial firm, we find that individual behaviors that explain task performance and individual adaptation to change are affected by a number of supportive social ties (size of the support network) with which one receives support inside and, mostly, outside the workplace. The results also show that individual performance and adaptation to change are affected by the level of workers' organizational citizenship behavior. We also identify a mediating effect exerted by the informational network structure (mostly an internal network) on the relationship between the support network (mostly an external network) and individual task performance.     

企业危机管理过程中的组织学习研究

本文通过对组织学习与危机管理的关系进行分析发现,组织学习是提高企业整体危机管理能力的关键,危机本身就是非常有效的组织学习机制,并运用企业内部的分形理论,寻找到企业危机“类质同象”现象,从而为组织提供危机学习的对象和题材。     

Just laid off,but still a “good citizen?” only if the process is fair

Recent United States Congress legislation (the WARN Act of 1988) mandates that organizations must provide at least 60 days notice before a layoff of 50 or more employees can be instituted. As a consequence, individuals who are notified of their layoff often remain in their jobs for a significant period of time-and managers hope that these people will be good organizational citizens during thisremaining time. This article identifies different psychological factors that could explain why individuals would remain good citizens, even after notification of their impending termination. In a survey of 147 skilled employees who received notification of their layoffs, we found that the perceived fairness of the layoff process was the primary factor influencing their citizenship behavior. Additional analyses suggested that the perceived adequacy of the explanation of the layoffs, and whether the layoff victims were treated with respect and dignity, were the primary factors influencing the perceived fairness of the layoff process. The theoretical implications of these results are discussed.