组织支持感、组织认同感与OCB的关系研究

回收了金域集团上海子公司和贵阳子公司共161份有效问卷。数据分析结果表明:①组织支持感与组织认同感呈显著正相关关系;②组织支持感与组织公民行为呈显著正相关关系;③组织认同感与OCB呈显著正相关关系;④组织认同感组织支持感与OCB之间起完全中介作用。研究结果为国内医学监测行业管理员工,提高组织公民行为提供了实证依据。     

Organizational Commitment

This study measures and compares levels of organizational commitment of American expatriates and host country nationals employed by U.S. in Egypt It also examines lhe nature of relationships among several variables and organizational commitment. The findings suggest that country of origin is a strong predictor of organizatipal commitment, lower commitment levels than their Egyptian counterparts. Some explanations as well as limited generalizations and implications are developed.     

Organizational Languages

This paper is concerned with communication within a team of players trying to coordinate in response to information dispersed among them. The problem is nontrivial because they cannot communicate all information instantaneously but have to send longer or shorter sequences of messages, using coarse codes. We focus on the design of these codes and show that members may gain compatibility advantages by using identical codes and that this can support the existence of several, more or less efficient, symmetric equilibria. Asymmetric equilibria may exist only if coordination across different sets of members is of sufficiently different importance. The results are consistent with the stylized fact that firms differ even within industries and that coordination between divisions is harder than coordination inside divisions.     

组织智能及其对组织创新的影响

为了实现组织更好地发展,首先,分析了组织智能的涵义和特征;构建了组织智能模型,包括成员聪明和过程聪明两部分;提出了组织创新四维模型。其次,主要从管理创新、制度创新、技术创新和知识创新四个方面探讨了组织智能对组织创新的影响,分析了组织智能研究的应用前景。     

Exploring the Conceptual Expansion within the Field of Organizational Behaviour: Organizational Climate and Organizational Culture

Developments within social and exact sciences take place because scientists engage in scientific practices that allow them to further expand and refine the scientific concepts within their scientific disciplines. There is disagreement among scientists as to what the essential practices are that allow scientific concepts within a scientific discipline to expand and evolve. One group looks at conceptual expansion as something that is being constrained by rational practices. Another group, however, suggests that conceptual expansion proceeds along the lines of ‘everything goes’. The goal of this paper is to test whether scientific concepts expand in a rational way within the field of organizational behaviour. We will use organizational climate and culture as examples. The essence of this study consists of two core concepts: one within organizational climate and one within organizational culture. It appears that several conceptual variations are added around these core concepts. The variations are constrained by rational scientific practices. In other terms, there is evidence that the field of organizational behaviour develops rationally     

论组织知识转化

文章指出,组织的知识创新能力成为持续竞争力的最重要的来源,而创新存在于知识转化的过程中,对于组织知识转化的研究有利于加快创新的力度。     

企业薪酬战略与组织结构的匹配

企业的薪酬战略应该与企业的组织结构相匹配,在不同的组织结构下应实施不同的薪酬战略.本文首先对组织结构进行了分类;然后对薪酬战略进行了分析;最后探讨了薪酬战略和组织结构的匹配机制.     

Organizational Transformation in Transition Economies: Resource-based and Organizational Learning Perspectives

ABSTRACT The capitalist and socialist societies of the twentieth century assigned firms different roles within their economic systems. Enterprises transforming from socialist to market economies thus face fundamental organizational restructuring. Many former state-owned firms in the transition economies of Central and Eastern Europe have failed at this task. These firms have pursued primarily defensive downsizing, rather than strategic restructuring, as a result of both internal and external constraints on restructuring strategies.
Building on the organizational learning and resource-based theories, we analyse strategies available to management in privatized, former state-owned enterprises in transition economies to restructure their organization. Both internal forces promoting or inhibiting the restructuring process, and external constraints arising in the transition context are examined. A model and testable propositions are developed that explain post-privatization performance. Implications of our research point to the ways in which firms should manage and develop their resource base to transform to competitive enterprises.     

An Examination of Differences Between Organizational Legitimacy and Organizational Reputation*

abstract Organizational legitimacy and organizational reputation have similar antecedents, social construction processes and consequences. Nonetheless, an improved understanding of relationships between legitimacy and reputation requires that differences between the two be specified and clarified. Our examination of past research indicates that legitimacy emphasizes the social acceptance resulting from adherence to social norms and expectations whereas reputation emphasizes comparisons among organizations. We empirically examine two antecedents of the financial, regulatory, and public dimensions of legitimacy and reputation in a population of US commercial banks. We find that isomorphism improves legitimacy, but its effects on reputation depend on the bank's reputation. Moreover, higher financial performance increases reputation, but does not increase the legitimacy of high performing banks.     

组织趋同性分析

在当今全球化经济迅猛发展的时局下,组织的结构不断出现趋同化的现象。文章从对组织理论发展的研究着手,分析组织与环境之间的关系,得出这种趋同现象背后的原因主要是制度要求以及市场竞争趋于完全性。     

企业组织沉默对组织承诺影响的实证研究

以组织沉默作为组织承诺的前因变量、组织承诺作为组织沉默的后果变量来构建组织沉默各维度对组织承诺各维度影响的结构方程模型,在运用结构方程模型的分析方法并运用相关软件处理调查研究数据的基础上,从实证的视角检验了组织沉默各维度对组织承诺各维度的负向影响效应。     

新联想组织调整与企业跨国经营的结构选择

企业跨国经营过程中组织结构的调整是许多企业的面临难题之一。本文从通用电器、花王等公司的国际化悲剧的教训中入手,分析了跨国经营中组织结构与战略和环境三者的一般逻辑关系,并以个人电脑行业为例对联想公司的战略和结构进行了剖析,得出了相关的结论。     

Variability in the Organizational Climate of Government Offices and Affective Organizational Commitment

Abstract

This study examined the shared perceptions of 739 professional and technical employees regarding organizational climate and the strength of affective commitment in fifty-one geographically dispersed offices of an agency of state government. The results indicated that the level of affective commitment in these offices could be predicted reliably (adjusted R 2 2James and colleagues (James et al., 1978 James, L. R., Hater, J. J., Gent, M. J. and Bruni, J. R. 1978. Psychological Climate: Implications fromCognitive Social Learning Theory and Interactional Psychology. Personnel Psychology, 31: 783–813. [Crossref], [Web of Science ®] , [Google Scholar]; Jones and James, 1979 Jones, A. P. and James, L. R. 1979. Psychological Climate: Dimensions and Relationships of Individual andAggregated Work Environment Perceptions. Organization Behavior and Human Performance, 23: 201–50. [Crossref], [Web of Science ®] , [Google Scholar]) initially identified five domains of climate, but in subsequent work they included only four domains. Aspects of the fifth domain, organizational and subsystem attributes, were included in the first (i.e. role stress and lack of harmony) and fourth domains (i.e. social environment characteristics) of their model.  = .75) from three of the eight dimensions of organizational climate included in the study: goal ambiguity, social cohesion and fairness and equity. Implications of these results with respect to developing effective human resource management strategies in public sector organizations are discussed in detail.     

Understanding Organizational Learning Capability

This paper presents data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning. Seven orientations for describing organizational learning capability and understanding learning styles are identified. Each of these orientations is conceived as a bi-polar continuum that reflect learning processes. Knowledge source is defined as the extent to which an organization prefers to develop new knowledge internally versus the extent to which it is more likely to seek inspiration in ideas developed externally. Product-process focus refers to a preference for the accumulation of knowledge related to product and service outcomes versus a preference to invest in knowledge about basic processes that support products. Documentation mode refers to attitudes as to what constitutes knowledge and to the repositories of knowledge that are supported. Dissemination mode pertains to the difference between establishing an atmosphere in which learning evolves and one in which a more structured, controlled approach is taken to induce learning. Learning focus has to do with whether learning is concentrated on methods and tools to improve what is already being done versus testing the assumptions underlying what is being done. Value-chain focus indicates which functional, core competencies are valued and supported. Skill development focus involves the orientation toward individual versus collective learning. Organizational learning may be increased by building on existing capabilities or developing new ones. the latter involves a change in culture, the former involves improving current capabilities. Organizations can enhance their learning capability through either approach.     

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.     

Politics and Organizational Learning

In this paper it is argued that organizational learning is facilitated by a free and open form of politics in the workplace based on a system of political, social and civil rights and obligations within a framework of legitimate authority, parallel to the system that exists in the wider society. The argument is developed by examining issues at three related levels: why 'psychic' space is needed to nurture selfidentity and learning; the institutional pressures in the wider social environment that bring about learning within a whole business sector through open political activity; and how existing organizational learning theory and practice reveal numerous ways in which space for learning and innovation can be made available within work organizations through political processes. Finally, suggestions are made for ways of creating a framework within organizations that will enable such processes to develop.     

Organizational Diseconomies of scale

Private information creates a cost of operating a hierarchy, which becomes larger as the hierarchical distance between the information source and the decision maker increases. When information about a firm's capabilities is dispersed among the individuals in the firm, production is inefficient even though everyone behaves rationally. Because hierarchies need rents in order to function, a firm with a long hierarchy may not be viable in a competitive industry.