Effects of ownership change on organizational settings and strategies in a Taiwanese hotel chain

The purpose of this study was to explore the effects of ownership change on a local-chain hotel in Taiwan: how the new chief executive officer (CEO) planned a blue ocean strategy and how he led all employees to achieve pre-established goals. This study applied qualitative research methodology whereby the data were collected by participant observations in the study field and subsequent in-depth interviews with an application of the QSR NVivo software program. This study implies that, in the assimilation stage of the change, (1) the CEO should use democracy instead of dictatorship; (2) sub-cultures, factions and conflict could be prevented by organizational socialization and equal opportunity treatment; and (3) blue ocean strategies enable a shift of organizational image and identity. This qualitative study supplements the existing literature by showing that organizational politics might be affected by organizational change and how the concept of blue ocean strategy might be implemented in the course of organizational change.     

Progressing road safety through deep change and transformational leadership

In an earlier paper in this journal, we argued that current road safety programs and thinking are constructed within a paradigm that tends to accept existing cultural arrangements. The current paper is a sequel to the earlier one, and outlines significant policy themes emerging from a research project on a holistic approach to road safety. Two overarching themes include the importance of leadership for policy change and implementation, and addressing the more transformative aspects of intervening in a system. A distinction can be drawn between “deep” sustainable change, which usually requires fundamental redesign of the systems involved, and “shallow” adaptive change. Examples of deep change discussed include the much wider application of mobility management, a strong shift to active travel and public transport, and a reconsideration of how time is structured in society, as with the adoption of “Slow Cities” principles. Transformational leadership can draw on a variety of “knowledge cultures”, which can all share in collective decision-making and possible actions for the future. We discuss especially leadership at the worldview, organisational, and community levels. Vision Zero approaches are valuable, but need to be integrated with a common vision for a sustainable transport system developed in conjunction with energy, transport, health, environment, and education agencies. In addition, Vision Zero approaches can be assisted by greater attention to and questioning of embedded cultural practices and behaviour.     

Antecedents of Budget Participation: Leadership Style,Information Asymmetry,and Evaluative Use of Budget

This study explores the causes or antecedents of budget participation to understand more fully the role of participation in the workplace. The study focuses on the reasons why superiors encourage the budget participation of their subordinates and draws upon several theoretical perspectives including leadership theory, agency theory and organizational justice. To examine the issues, a survey was administered to managers and supervisors in several companies. Results of path analysis suggest that superiors encourage subordinate participation when the superior's leadership style is considerate. This implies that budget participation may mediate the relation between leadership style and work outcomes. Results also suggest that superiors encourage participation when budget goals are used in the performance evaluation of subordinates, in which case, the study argues, the superiors encourage participation because of concerns about organizational justice. This finding implies that budget participation may mediate the relation between the evaluative use of budget and those work outcomes that prior research has linked to organizational justice. The proposed relation between information asymmetry and budget participation is not supported.     

Why smart executives fail: Four case histories of how people learn the wrong lessons from history

In a series of inductive case histories of leadership and strategy, we document the problem of how executives often learn the wrong lessons from history. The costs associated with such misdirected learning are significant, and often tally in the hundreds of millions to billions in losses. These mistakes are seldom due to managerial incompetence or random events, but rather are driven by common patterns of managerial behaviour. The case histories of two American and two Japanese companies highlight how and why apparently talented managers often learn the wrong lessons from history.     

心理学视角的合法性与合法化

合法性对于权威、机构或者制度化组织的成功是至关重要的,因为仅仅依靠对权力的占有和使用而对他人施加影响是十分困难的。在资源匮乏、危机和冲突时期,能够在大多数时间里得到大多数人的自愿服从可以提高组织的有效性。合法性的概念在社会思想和社会心理学领域有着悠久的历史,而最近在关于政治、法律和社会系统的作用机制的研究中,它变得越来越重要。     

领导力与员工的忠诚管理

员工忠诚度的培养是人力资源管理实践的一个非常重要的内容,而领导魅力是影响与激励下属的能力,通过影响与激励,使下属主动成为领导者的追随者。本文将着重研究领导力和员工忠诚管理的相关性。     

创业型领导对追随者创造力的影响

采用201位领导者-追随者调研数据,以组织支持理论为基础,从工作情境和非工作情境两条路径,分析创业型领导通过工作激情和心理脱离对追随者创造力的影响机理,同时探究内隐追随对两条路径的调节效应。结果表明：创业型领导对创造力有显著正向预测作用,工作激情与心理脱离在创业型领导和创造力之间起中介作用。内隐追随在创业型领导与工作激情的情境路径中,以及在创业型领导与心理脱离非工作情境路径中均起正向调节作用,同时,内隐追随也调节工作激情和心理脱离的中介效应。研究结果揭示了不同情境传导机制下,创业型领导对追随者创造力正向作用的一致性,也丰富了创业型领导个体层面后果变量研究。     

Store Manager–Store Performance Relationship: A Research Note

Despite the critical role that store managers play in linking top management teams and service/retail employees, as well as in fulfilling corporate strategy within chain store environments, service management research infrequently addresses the factors that may promote store managers’ effective exchange relationships within the firm and subsequent effects on store operations and profitability. This study focuses on how store managers’ performance orientation, trust of a regional manager’s capabilities, and organizational commitment affect a manager’s relationships relative to regional managers and frontline employees. The direct effect of store managers’ relationship capacity on store performance is also examined. The results, based on survey data from managers of stores of a retail and service chain and company financial reports, generally support the suggested hypotheses. Specifically, a store manager’s relationship with his/her supervisor has a strong influence on how the manager views the supervisor’s leadership support and leadership style, which ultimately influence store performance (primary goods/service sales and store profits).     

不确定环境下创业型领导如何提升组织创新绩效

创业型领导是企业应对高度不确定环境的有效领导力，通过机会开发、变革创新保持竞争优势与实现可持续发展。依据战略创业理论和效果推理理论，对高科技企业高管和员工展开问卷调查，探究不确定环境下创业型领导对组织创新绩效的影响机制。结果表明：创业型领导正向预测组织创新绩效；组织即兴在二者之间起部分中介作用；环境动态性正向调节创业型领导与组织即兴关系，并进一步调节组织即兴在创业型领导与组织创新绩效间的中介效应。该研究发现对企业充分发挥领导效能、促进组织创新具有重要指导意义。     

Neutralizing environmental uncertainties: the evolution of leadership in the South Korean TV station,KBS

ABSTRACT

Leadership studies on public TV companies are few and far between due to their peculiar status as a monopoly in the market. TV leadership has been deemed less important than the government that regulates it or the corporate advertisers who buy its air time. Using the theory of environmental threats and leadership evolution, this study analyses the personal data of CEOs at the Korea Broadcasting System (KBS), which is owned and controlled by the state from its conception in 1961. This contribution finds that different types of CEOs were favoured for each evolutionary stage with dissimilar environmental threats. Over the years, CEOs at KBS have become much more professionalized and were selected from inside rather than from the government. However, CEOs continue to pursue their political, rather than professional, roles to neutralize its external threats. It continues to be genuine that the most critical environmental threat for KBS is the state itself. The continuous political nature of KBS leadership makes it very difficult for the organization to be free from internal and external crises, including general strikes by employees and the sweeping layoff of key decision-makers in the firm by the government. It is expected that new CEOs at KBS should play professional roles for their long-term survival.