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Companies increasingly make use of geographically dispersed teams to capture knowledge residing at different locations. In this context, shared leadership is considered a key enabler of team performance. Taking a functional perspective on shared leadership, we thus investigate the relationship between shared leadership behaviors and team performance in dispersed teams. Furthermore, we analyze how socio‐demographic factors that are characteristic for dispersed teams (i.e., high female‐to‐male ratio, high mean age, and high levels of national diversity) affect shared leadership behaviors. Based on data from 96 dispersed teams, we show that shared leadership behavior fosters team performance. Further, we find the socio‐demographic characteristics typical for dispersed teams to foster shared leadership. Theoretical and managerial implications for human resource management are discussed. © 2012 Wiley Periodicals, Inc. 相似文献
34.
Sarah L. Jack 《Journal of Management Studies》2005,42(6):1233-1259
abstract A characteristic of studies seeking to explain the structure and operation of networks is the use of Granovetter's strong and weak tie hypothesis. Whilst this hypothesis has become an established paradigm, questions and disagreements arise over its applicability at demonstrating the real use and value of each tie. This study extends the work of Granovetter. Using a qualitative ethnographic approach to explore in‐depth the networking activities of fourteen respondents, it aims to enhance understanding about the role of ties, how they are used and activated for business activity. Findings demonstrate that it is strong ties that are instrumental for business activity and used extensively to provide knowledge and information but also to maintain, extend and enhance business and personal reputations. Unless activities require their reactivation and manifestation, strong ties remain latent and dormant within the network. Strong ties also provide the mechanism to invoke ‘weak’ ties, represented by nodes operating in a wider social context. 相似文献
35.
Claire Armstrong Patrick C. Flood James P. Guthrie Wenchuan Liu Sarah MacCurtain Thadeus Mkamwa 《人力资源管理》2010,49(6):977-998
This article demonstrates that a diversity and equality management system (DEMS) contributes to firm performance beyond the effects of a traditional high‐performance work system (HPWS), which consists of bundles of work practices and policies used extensively in high‐performing firms. A DEMS typically includes diversity training and monitoring recruitment, pay, and promotion across minority or other disadvantaged groups. Our analysis of quantitative data from service and manufacturing organizations in Ireland confirms that HPWS practices are associated with positive business performance and finds specifically that DEMS practices are positively associated with higher labor productivity and workforce innovation and lower voluntary employee turnover. © 2010 Wiley Periodicals, Inc. 相似文献
36.
Martin OSTERMEIER Sarah LINDE Jann LAY Sebastian PREDIGER 《Revista Internacional del Trabajo》2015,134(3):309-329
Los indicadores actuales de los ODM sobre empleo presentan deficiencias importantes, como problemas de medición, uso inadecuado de estadísticas agregadas, ambigüedad interpretativa y supuestos de base no aplicables a los países en desarrollo. Tratando de superar estos problemas, los autores proponen cuatro nuevos indicadores de empleo productivo y trabajo decente: el crecimiento de la contribución del trabajo al valor añadido por trabajador, la tasa de trabajadores pobres y los porcentajes de trabajadores que ganan menos de un ingreso laboral mínimo absoluto y relativo (el 60 por ciento de la mediana del ingreso laboral). Aplican empíricamente estos indicadores a los casos de Uganda y Perú. 相似文献
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Sarah Parlane 《Economic Theory》2001,17(3):619-639
This paper characterizes the optimal and efficient mechanisms to allocate simultaneously two substitute tasks to two suppliers.
Two main results emerge from this analysis. First, even under some regularity conditions efficiency and optimality do not
systematically coincide. Efficiency can always be achieved using some second price auctions which are optimal when both suppliers
compete for the same task. When there is competition for different tasks the optimal production is distorted from efficiency
over a nondegenerate interval of types so as to extract the full surplus over that interval. Second, full extraction of the
surplus may still guarantee incentive compatibility.
Received: November 2, 1998; revised version: March 2, 2000 相似文献
38.
The growing reliance on volunteers in Australia has heightened the need for non‐profit organisations to retain these valuable resources. However, the current literature on volunteer retention is limited. One potential way volunteers can be retained is by providing learning and development opportunities (LDOs). This study investigates the relationship between volunteer perceptions of LDOs, their motivations for volunteering, and retention. Analyses revealed significant main effects for LDOs and volunteer motivations on retention and several interactive effects demonstrating that LDOs can have differential effects on retention depending on the reasons for volunteering. 相似文献
39.
To analyze the effectiveness of punishment in inducing regulatory compliance, we modify a standard public goods experiment to include a financial penalty for free riding. The design allows us to vary both punishment probability and severity. We introduce the punishment mechanism in both a one-time and a repeated treatment and find that compliance (contributing to the public good) is increasing in expected punishment cost in both treatments. We also find that punishment severity has a larger effect on behavior than punishment probability. In the repeated treatment, we find that past punishment has a negative rather than positive effect on compliance. 相似文献
40.
Sarah E.A. Dixon Chris Brewster 《International Journal of Human Resource Management》2013,24(22):3134-3156
We contrast attempts to introduce what were seen as sophisticated Western-style human resource management (HRM) systems into two Russian oil companies – a joint venture with a Western multinational corporation (TNK-BP) and a wholly Russian-owned company (Yukos). The drivers for Western hegemony within the joint venture, heavily influenced by expatriates and the established HRM processes introduced by the Western parent, were counteracted to a significant degree by the Russian spetsifika – the peculiarly Russian way of thinking and doing things. In contrast, developments were absorbed faster in the more authoritarian Russian-owned company. The research adds to the theoretical debate about international knowledge transfer and provides detailed empirical data to support our understanding of the effect of both organizational and cultural context on the knowledge-transfer mechanisms of local and multinational companies. As the analysis is based on the perspective of senior local nationals, we also address a relatively under-researched area in the international HRM literature which mostly relies on empirical data collected from expatriates and those based solely in multinational headquarters. 相似文献