伦理型领导、 组织认同与知识型员工情感承诺的关系——伦理氛围的调节作用

本文基于社会学习理论, 研究伦理型领导与知识型员工情感承诺的关系, 以及组织认同的中介作用和伦理氛围的调节作用。 研究发现, 伦理型领导与知识型员工的情感承诺显著正相关; 组织认同对伦理型领导与知识型员工情感承诺之间的关系起部分中介作用; 伦理氛围对伦理型领导与组织认同有调节作用, 其中关怀导向、 法律与规则导向的伦理氛围可以强化伦理型领导与组织认同之间的正向关系, 自利导向的伦理氛围则会减弱伦理型领导与组织认同之间的正向关系。 为提高知识型员工的情感承诺水平, 组织应发挥伦理型领导的道德榜样作用, 并重视知识型员工对组织认同感的培育以及组织伦理氛围的塑造。     

组织支持感与组织承诺——基于职业成长与组织公平的研究

本文以25个省份400名员工为样本,从员工感知角度评价组织支持对组织承诺的影响,并引入职业成长和组织公平作为中介变量和调节变量构建研究模型。实证结果表明：组织支持感直接对组织承诺产生显著正向影响;职业成长在组织支持感与组织承诺之间起到部分中介作用。深入研究显示,组织公平在组织支持感与职业成长及组织支持感与组织承诺之间均发挥调节效应,且在组织支持感与职业成长之间的调节效应更显著。研究结论对提高组织支持有效性、促进员工职业成长、维持员工内心公平有重要意义。     

知识型员工目标导向、创新氛围与个体创新绩效——一个交互效应检验

本文以知识型员工为研究对象，探索目标导向、组织创新氛围与个体创新绩效之间的交互作用关系，并利用130份知识型员工的问卷调查数据进行回归分析。研究发现，知识型员工的目标导向由绩效目标、学习目标和挑战目标三维度构成。绩效目标导向与个体创新绩效负相关，学习目标导向与个体创新绩效正相关。知识型员工的目标导向与组织创新氛围的交互效应，对个体创新绩效产生显著正向影响。     

浅谈组织文化对员工互助行为的影响

组织员工互助行为是近年来组织行为学领域中深受关注的内容之一,而企业文化在企业的管理中占有着重要的地位,并且无时无刻地不在影响互助行为。本文首先介绍了组织员工互助行为及企业文化的基本内容,其次在此基础上分析了企业文化与员工互助行为之间的关系。     

工作不安全感、 控制欲和员工建言行为——感知到的组织变革的调节作用

员工建言行为是员工对组织中工作相关的建设性观点的表达, 是员工与组织之间联系的关键点。 基于社会认同理论, 本文以 73 组292 位员工和领导为研究样本, 对工作不安全感和员工建言行为之间的关系和作用机制展开研究。 研究表明： 工作不安全感对员工建言行为存在正向的影响, 控制欲在工作不安全感和员工建言行为之间存在正向的中介作用; 同时, 感知到的组织变革负向调节控制欲与员工建言行为之间的关系。     

员工价值观与组织价值观:契合衡量指标与契合模型

本文在分析中西方学者关于员工、组织价值观契合衡量指标研究的基础上,提出了员工、组织价值观契合衡量的新指标，并基于此建立起员工、组织价值观契合类型及对员工满意度、员工绩效、组织绩效影响关系的理论模型。     

基于组织承诺的组织创新气氛与个体创新行为关系研究

员工的主动创新行为是推动组织创新以适应环境变化的原动力。然而在知识经济背景下,一些组织出现人才流动率过高、员工主动创新行为不足等问题,严重制约了组织的持续稳定发展。组织承诺因为能够有效预测员工的离职行为而受到学者们越来越广泛的重视。本研究根据员工在组织留任的不同动机,将组织承诺分为积极的情感承诺和消极的继续承诺,并以组织承诺为中介变量,研究组织创新气氛对员工创新行为的作用机理;揭示在组织创新气氛影响下,员工创新行为产生的内在机制,进而找到有效改善员工创新行为,促进组织创新与发展的途径。     

职场抱怨源对知识型员工创新绩效的影响机制研究

知识型员工的创新绩效是移动互联时代企业获取竞争优势的关键要素。本研究探讨了组织环境中的职场抱怨源对知识型员工创新绩效的影响效应和作用机制。研究发现：职场抱怨源的“与同事关系”、“管理规范化因素”和“物理环境”维度通过负向影响员工建言,而抑制创新绩效;另外,“工作负荷”维度正向影响创新绩效。研究还揭示,相比自我隐藏倾向低的员工,与同事关系不和谐对高自我隐藏倾向知识型员工的建言和创新绩效有更显著的负向影响。最后讨论了研究的理论价值和实践启示。     

绩效考核目标取向对员工创新行为的影响研究——员工差错学习的中介作用

通过引入员工差错学习这个特殊变量,探讨绩效考核目标取向和员工创新行为之间的关系.研究表明:发展取向的绩效考核能够积极影响员工的创新行为,而评价取向的绩效考核则对员工创新行为起消极作用,缋效考核目标取向与员工创新行为之间的关系通过员工差错学习中介作用实现.     

高绩效工作系统对员工敬业度的影响机制研究——被调节的中介效应

本文以20家企业的467名员工为样本,运用层级回归分析方法和Bootstrap方法验证了个人-组织契合和心理契约破裂对高绩效工作系统和员工敬业度关系的影响。研究结果发现,高绩效工作系统能够显著提高员工敬业度;个人-组织契合在高绩效工作系统与员工敬业度之间起着部分中介作用;心理契约破裂在个人-组织契合与员工敬业度之间起着负向调节作用,即与高心理契约破裂水平相比,低心理契约破裂的情境下个人-组织契合对员工敬业度的影响更大;个人-组织契合对高绩效工作系统与员工敬业度的中介效应的强弱受到心理契约破裂水平高低的影响,即与高心理契约破裂相比,低心理契约破裂的情境下个人-组织契合对高绩效工作系统与员工敬业度的中介作用更强。     

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。     

The Impact of a Creativity‐supporting Work Environment on a Firm's Product Innovation Performance

Many scholars and practitioners have suggested that a creativity‐supporting work environment contributes to a firm's product innovation performance. Although there is evidence that such an environment enhances innovative behavior at individual level, very few studies address the effect of a creativity‐supporting work environment on product innovation performance at firm level, and the results are inconsistent. This paper examines the relationship between a firm's creativity‐supporting work environment and a firm's product innovation performance in a sample of 103 firms. For measuring a firm's creativity‐supporting work environment, a comprehensive and creativity‐focused framework is used. The framework consists of 9 social‐organizational and 12 physical work environment characteristics that are likely to enhance employee creativity. These characteristics contribute to the firm's overall work environment that supports creativity. The firm's product innovation performance is defined by two distinct concepts: new product productivity (NP productivity), which is the extent to which the firm introduces new products to the market, and new product success (NP success), which is the percentage of the firm's sales from new products. In most firms, different knowledgeable informants provided the data for the variables. The results show that firms with creativity‐supporting work environments introduce more new products to the market (NP productivity), and have more NP success in terms of new product sales (NP success). NP productivity partly mediates the relationship between creativity‐supporting work environment and NP success. The mediation model shows that the two paths from a creativity‐supporting work environment to NP success are about equally important: the direct path between creativity‐supporting work environment and NP success has a coefficient of .22, and the coefficient of the indirect path via NP productivity is .23. The creativity‐supporting work environment framework can be used in managerial practice to enhance employee creativity for product innovation. It allows applying a flexible and broad approach by influencing both social‐organizational and physical characteristics of the work environment.     

Supportiveness of Organizational Climate, Market Orientation, and New Product Performance in Chinese Firms

Most knowledge development efforts in new product development have focused on Western economies and companies. However, due to its size, rapid growth rate, and market reforms, China has emerged as an important new context for new product development. Unfortunately, current understanding of the factors associated with new product success in China remains limited. We address this knowledge gap using mixed methods. First, we conducted 19 in‐depth interviews with managers involved in new product development in 11 different Chinese firms. The qualitative fieldwork indicated that firm behaviors and employee perceptions consistent with the phenomena of market orientation and the supportiveness of organizational climate both are viewed as important drivers of the new product performance of Chinese firms. Drawing on the marketing, management, and new product development literature this study develops a hypothetical model linking market orientation, supportiveness of organizational climate, and firms' new product performance. Direct relationships are hypothesized between both market orientation and supportiveness of organizational climate and firms' new product performance, as well as a relationship between supportiveness of organizational climate and market orientation. Data to test the hypothetical model were collected via an on‐site administered questionnaire from 110 manufacturing firms in China. The hypothesized relationships are tested using structural equation modeling. Results indicate a positive direct relationship of market orientation on firms' new product performance, with an indirect positive effect of supportiveness of organizational climate via its impact on market orientation. However, no support is found for a direct relationship between the supportiveness of a firm's organizational climate and its new product performance. These findings are consistent with resource‐based view theory propositions in the marketing literature indicating that market orientation is a valuable, nonsubstitutable, and inimitable resource and with similar propositions in the management literature concerning organizational culture. However, this study's findings also indicate that in contrast to a number of organizational culture theory propositions and empirical findings in some consumer service industries, the impact of organizational climate on firm performance in a new product context is indirect via the firm's generation, dissemination, and responsiveness to market intelligence. These results suggest that an effort to improve firms' new product performance by enhancing the flow and utilization of market intelligence is an appropriate allocation of resources. Further, this study's findings indicate that managers should direct at least some of their efforts to enhance a firm's market orientation at improving employee perceptions of the supportiveness of the firm's management and of their peers. This study indicates a need for further research concerning the role of different dimensions of organizational climate in firms' new product processes.     

Social and organizational capital: Building the context for innovation

In the light of the key role intellectual capital has for firms' innovation capability, this paper analyzes the influence of two of their dimensions, organizational capital and social capital, on firms' product innovation, and the moderating role of radicalness. Unlike previous studies, the unit of analysis will not be the firm, but the R&D department. Thus, our research, conducted with a sample of Spanish industrial companies, provides a new insight with interesting results. First, our findings show that social capital favours firms' product innovation, especially under radical innovations. Second, organizational capital has an indirect effect on product innovation through positive influence on social capital. This implies that firms can stimulate communication and interaction among people, and therefore innovative activity, by means of explicit and codified knowledge (organizational capital).     

基于生命周期的智力资本对企业创新能力的影响研究

进入知识经济时代后,智力资本成为提高企业创新能力的关键要素。本文以2014年上市制造业企业作为研究对象,分析智力资本与企业创新能力的关系。研究发现,不同的生命周期中,人力资本、结构资本和关系资本对企业创新能力的影响程度不同。其中在成长期时,人力资本和结构资本对企业创新能力影响较大。在成熟期时,人力资本、结构资本和关系资本都正向显著影响企业创新能力。在衰退期时,人力资本和关系资本对企业创新能力影响较大。研究结果可以为上市制造业企业有效实施智力资本的积累,进一步实现企业创新提供借鉴。     

Organizational Restructuring: Impact on Trust and Work Satisfaction

After the Asian financial crisis, companies are now contending with the current global economic slowdown. Whether it is at the national, industry or organizational levels, restructuring has gained currency as a strategic decision to realign internal structure with changing macro environmental factors. Faced with more competitive markets and greater demands on costs controls, organizations and businesses are taking the fast track to cost-cutting by downsizing, reorganizing their divisions, streamlining their operations, and closing down unprofitable divisions.Changes that are introduced in an organizational restructuring will affect the socio-psychological well-being of organization members given the potential for uncertainty that may accompany such changes. There is a need to better understand the consequences of organizational restructuring and consider some of its potential side effects on the work environment. Employees in a post-restructuring context are understandably wary about the future direction of the organization and their roles within it.This study is an attempt to examine the social-psychological impact of organizational restructuring on trust and work satisfaction. Additionally the inter-relationships between trust and work satisfaction, including their antecedents in the work environment are examined.Trust and work satisfaction levels were tracked before and three months after organizational restructuring for varying types of changes that were initiated during the restructuring. Both trust and satisfaction with working in the organization declined significantly when compared to pre-restructuring levels. Independent t-tests analysis indicated that there was a significant decline in trust for the work group which had a newly hired manager and a change in work processes. Results showed that there was a negative relationship between both work satisfaction and trust with the extent of change required of employees.The findings also showed that there was a positive relationship between trust and work satisfaction and that trust contributed to work satisfaction. Perception of colleagues willingness to help solve job-related problems contributed significantly to strengthening of trust relations among colleagues. Additionally, colleagues and supervisors willingness to listen to employee problems contributed significantly to work satisfaction.Results of the study highlighted the need for strategic decision-makers to consider the social impact of organizational restructuring. Top managers must realize that both trust and work satisfaction are important ingredients for the effective functioning of an organization and to actively ensure that support systems or structures are adequate and available to mitigate the negative impact, particularly if the changes to be implemented are extensive.     

人口统计特征对组织承诺的影响研究——广东省农村信用社样本的实证研究

文章通过对广东省农村金融机构13个农村信用社的1346名员工进行问卷调查,对不同人口统计特征的员工对组织承诺的差异进行对比研究。实证研究表明,性别对组织承诺没有显著影响;年龄对组织承诺显著正相关,教育程度对组织承诺影响不显著;管理层级对组织承诺显著正相关。     

Communities of Practice versus Organizational Climate: Which One Matters More to Dispersed Collaboration in the Front End of Innovation?*

Dispersed collaboration provides many benefits such as members' closeness to local cultures and markets and reachability of talent worldwide. Hence, it is no surprise that dispersed collaboration is frequently being used by product development teams. A necessary but not sufficient condition for innovation performance is the sharing of tacit, non‐codified and explicit, codified knowledge by the team. Situated learning theory, however, predicts that tacit knowledge sharing will be largely prevented by “decontextualization.” Therefore, increasing usage of dispersed collaboration will decrease levels of tacit knowledge—crucial to innovation and organizational performance—in the business unit. This research investigates the moderating role of mechanisms believed to enable tacit knowledge transfer in the front end of innovation. Using data from 116 business units, the moderating role of communities of practice and organizational climate on the relationship between the proficiency of dispersed collaboration and front end of innovation performance is investigated. Encouragement of communities of practice is found to moderate the relationship between proficiency of dispersed collaboration and front end of innovation performance on the business unit level. More specifically, proficiency of dispersed collaboration is not related at all to front end of innovation performance in business units with low support for communities of practice; but a positive relationship exists in business units with high support for communities of practice. This study does not provide support for the moderating effect of organizational climate on the relationship between proficiency in dispersed collaboration and front end of innovation performance. However, supportiveness of climate has a significant direct effect on front end of innovation performance. The findings of this study suggest that managers should simultaneously invest in increasing proficiency in dispersed collaboration and supporting communities of practice. Either one by itself is insufficient. Because of its significant direct effect, managers should also nurture an open climate favoring risk taking, trust, and open interaction.