Organizational Culture,Leadership Behaviors,and Employee Attitude in Chinese SMEs＂ Empirical Evidence

This study examines the impact of organizational culture on leadership behaviors, as well as the influence of leadership behaviors on employee attitude in Chinese small and medium-sized enterprises （SMEs）. Based on previous researches, this study establishes a conceptual model that indicates the two types of influential relationship. Data are collected from 515 subordinates of 23 SMEs in Chengdu of Sichuan province. By using statistical methods, findings of this study are concluded. Directions for future research are also discussed.     

What constrains firms from divesting their legacy business?

This study focuses on a unique business phenomenon, legacy divestitures, which refers to the sale or spinoff of a firm's original business. I argue that firms may be prevented from engaging in legacy divestiture by organizational inertia, which become increasingly stronger as the legacy business gets older. I also examine factors that help firms overcome the constraints of inertial forces on firms' legacy divestitures. Hypotheses are tested using a sample of 108 diversified American companies, 27 of which divested legacy businesses between 1980 and 2017. Firms are less likely to divest their legacy businesses as the legacy units get older. The negative relationship is weakened by two factors, performance–aspiration gaps and R&D intensity.     

A multi-dimensional analysis of the subjective well-being of self-initiated expatriates: The case of Nigerian expatriates in Germany

This paper examines the role of four types of influences on the Subjective Well-Being of Nigerian self-initiated expatriates in Germany: (1) Individual, (2) Group, (3) Social, and (4) Organizational. Based on survey data from 377 respondents, we find that variables in all four categories influence subjective well-being. Our findings generally agree with the results predicted by the theory, albeit a few counter-intuitive findings. Above all, our results indicate the potency of social- and group-level influences. The individual- and organizational-level influences, too, are significant, although to a slightly lesser extent. Overall, our results suggest that “soft” factors play an important role in augmenting perceptions about one's own well-being in the context of international assignments.     

科学学习和经验学习:概念、特征及理论意义

基于国内外相关研究,系统阐述并比较了科学学习和经验学习两种学习模式的概念起源、内涵、特征及其理论意义,分析两种学习模式与技术创新绩效的关系,并通过案例研究描述了企业的STI学习行为和DUI学习行为。     

组织结构变革在民营企业转型中的难点与对策

面临复杂多变的外部环境、更为激烈的行业竞争以及内部管理经营的提升,大多数民营企业处在转型期,其发展战略必须做出相应调整,而战略决定组织结构,势必要进行企业组织结构的变革以适应其战略,而民营企业由于其创始人或者CEO的素质和特征以及民营企业固有的特性,在组织结构变革中显得更为步履维艰。笔者试图从管理咨询实践中分析民营企业在组织结构变革实施过程中所遇到的难点与症结,并总结民营企业在组织结构变革中所采用的好措施和对策,以期为民营企业更好地进行组织结构变革提供借鉴。     

动态能力、微观能动主体与组织能力提升

在动荡变化的环境中,企业仅仅拥有"VRIN"属性的资源与能力将难以维持竞争优势,只有不断提升组织能力才是企业基业长青的惟一出路。动态能力在组织能力提升中起重要作用,但动态能力的定义自提出至今仍然模糊不清。本文澄清了动态能力的概念内涵,深入分析了企业高层管理者作为动态能力微观能动主体的角色,并在动态能力及其微观能动主体的基础上构建了一个颇具解释力的组织能力提升框架。     

员工工作满意度、工作行为与组织承诺关系述评

员工工作满意度与组织承诺是研究员工工作行为的理论基础。根据已有的研究提出假设:员工工作满意度与员工组织公民行为正相关,与离职行为负相关;组织承诺与员工组织公民行为及角色内行为正相关,与离职行为负相关;员工工作满意度与组织承诺正相关;组织承诺在员工工作满意度对员工工作行为的影响中起着中介作用。     

A structured approach to conflict prediction in information systems strategy implementation

Organizational power and politics are the central issues of this paper. By developing a model of organizational power it is possible to determine whether an organizational change initiative is likely to be politically feasible. The formal model described has been derived largely from research reported in the social sciences. The modelling process involved using formal methods, in logic and entity relationship analysis, to discover an effective and consistent means of representing key organizational power concepts. The result is an advisory expert system called MP/L1 that can be employed by change agents to predict likely sources of potential resistance to major change initiatives and to suggest tactics that might be effective in combating anticipated resistance. Industrial experience with MP/L1 to date indicates that it has significant potential as a change management tool within the IS strategy-implementation domain. © 1998 John Wiley & Sons, Ltd.     

‘Business as usual?’ Retail employee perceptions of organizational life following cross-border acquisition

The question of whether strong organizational cultures can be exported across borders has been continually debated in the management and business literature. With increased retail internationalization, the question arises in how far global retailers will be able to transpose their cultural values – which are regarded as key levers to business success – into other national contexts. A case study of the acquisition of a UK retailer reveals workforce compliance to behavioural norms and consent to company values at Schein's () second tier of organizational culture. However, the cultural integration espoused in the retailer's literature is not achieved, but differentiation and fragmentation (Martin, , ) prevail at store level, despite the probable existence of a strong sectoral culture (Ogbonna and Harris, ).