企业的领导权结构对技术创新的影响———基于上市公司的实证研究

企业治理结构中领导权结构的不同安排会改变经理人决策自由和创新意愿,进而导致企业创新活动的效率差异。但相对于股权激励、资本结构等其他机制而言,领导权结构与技术创新的关系是隐性和间接的。文章构建了一个有调节的中介作用模型来研究企业领导权结构对技术创新绩效影响。基于上海证券交易所2009～2011年上市公司的数据．发现对于中国上市公司而言,领导权结构的不同安排确实会对技术创新绩效产生显著影响：私营企业的CE0两职合一会比国有企业带来更好的创新绩效,并且这一关系主要是通过经营者时技术创新决策的支持而实现的。     

Last dance or second chance? Firm performance,CEO career horizon,and the separation of board leadership roles

In recent years, many firms have chosen to separate their CEO and board chair positions. Prior research has demonstrated that there are three forms that a CEO–board chair separation can take: apprentice, departure, and demotion. In this paper, we examine the antecedents of these three types. Our results show that the three types of separation each have different profiles in terms of the prior performance of the firm, the independence of the board, and the career horizon of the incumbent CEO. The findings in this paper provide unique insights into the factors that drive boards' structural choices. As questions about board leadership structure become more nuanced and more relevant in both scholarship and practice, a full understanding of these factors will only become more important. Copyright © 2013 John Wiley & Sons, Ltd.     

Why some firms adopt telecommuting while others do not: A contingency perspective

Using a contingency perspective and data from 122 CEOs of Spanish firms, this paper examines what makes a firm likely to adopt telecommuting. We hypothesized that employer adoption of telecommuting would depend on organizational constraints (age and size of the firm), the international composition of the workforce, and the top executives' leadership style. In turn, we argue that firms adopting telecommuting would emphasize outcome‐based control systems. Our empirical evidence showed that telecommuting correlated with small organizational size, a high proportion of international employees, and variable compensation. A contingent reward leadership style at the top moderated the effects of firm age and internationalization on the adoption of telecommuting. © 2009 Wiley Periodicals, Inc.     

The effects of ethical leadership on manager job satisfaction,commitment, behavioral outcomes,and firm performance

This study investigates the effects of ethical leadership on a hotel middle manager's job satisfaction and affective commitment, which in turn influence that manager's behavioral outcomes (e.g., extra effort and turnover intention) that can also impact the hotel's performance. Mail surveys were distributed to 30 U.S. hotels, representing more than 8 different national and international brands, and 324 middle managers participated in the survey. This study demonstrates that executives’ ethical leadership is positively related to their middle managers’ job satisfaction and their affective organizational commitment. Middle managers’ job satisfaction is positively related to organizational commitment, but job satisfaction does not necessarily lead to their willingness to exert extra effort. The positive linkage between middle managers’ extra effort and the hotel's competitive performance is also confirmed.     

Unique but integrated: The role of individuation and assimilation processes in teen opinion leadership

Opinion leaders propel the diffusion of innovation and exert a significant influence on the marketplace. This influence is especially pronounced during adolescence, a period marked by increasing reliance on peers and the emergence of a tension between two countervailing needs: assimilation and individuation. A survey of 1142 adolescents reveals that these developmental needs affect adolescent opinion leadership in the critical clothing market. Adolescent opinion leadership relies on a balance between desires for assimilation (i.e., centrality within the peer network) and individuation (i.e., need for uniqueness); adolescents' susceptibility to peers' normative influence and gender moderate these relationships. Adolescents who occupy central positions within their peer network tend to be opinion leaders, though only if they are not susceptible to normative influence. Position within the peer network is a key for girls, whereas need for uniqueness is a key for boys. These differences implicate different approaches for managers targeting adolescent males and females.     

Bridging the Gap Between Strategy and Performance: Using Leadership Style to Enable Structural Elements

Successful leaders create structural elements in order to achieve the performance objectives set forth by organizational strategy. Supply chain oriented structural elements are reflected in an organization's relationships, both within the firm and with supply chain partners. In this research effort, we examine how such structural elements can be created as a means through which to enhance performance. Our hypothesized model is rooted in strategy‐structure‐performance theory and integrates elements of servant leadership theory and social exchange theory to explain how building organizational commitment via servant leadership behaviors can ultimately impact performance. We use a survey method to collect data from 158 motor carriers. The results of our structural equation model support our hypotheses and serve to extend the discussion of supply chain structural elements and the role of leadership style in achieving organizational performance.     

Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy

This study examined the effect of ethical leadership on service innovative behavior of employees at small and medium sized tourist hotels in Uttarakhand, India. It has forwarded an integrated model that highlights the relationship between ethical leadership and employees' service innovative behavior while interacting through leader-member exchange and job autonomy. Using a sample of 468 customer contact employees and their 117 supervisors, hierarchical regression was conducted to establish the relationship. Findings of the study revealed that ethical leadership promoted service innovative behavior of the hotel employees mediated through leader-member exchanges. Further, it was also found that the level of service innovative behavior was commensurate to the perception of employee job autonomy. Based on the study findings, implications for theory and practice are discussed.     

“ENTER2008”: Report on the 15th International Conference on Information Technology and Travel and Tourism, 23–25 January 2008, Innsbruck,Austria

As the world's largest annual event on information and communication technologies (ICTs) and travel and tourism, ENTER2008 was held in Innsbruck, a small medieval town in Austria. Like previous ENTER conferences, delegates were able to participate personally in the discussion of the latest research findings and industrial innovations in the context of ICTs in travel and tourism. Delegates could also enjoy the hospitality and unique experiences offered by the conference host and organizer. Different from other ENTER conference proceedings, which always had front pages in silver, ENTER2008 proceedings used an attractive and bright cover page in a good mixture of yellow and red.     

差序式领导何以促进员工职业成长？职业呼唤的调节作用

随着社会经济的发展,个体更加重视职业生涯体系建设,领导行为这一影响员工职业生涯发展的组织因素被越来越多地探索.基于自我决定理论和个体?情境交互理论,本文探讨了差序式领导对员工职业成长的作用机制.采取三波次时跨一年的问卷调查,收集了432个有效研究样本.实证研究发现:差序式领导正向影响员工职业成长;差序式领导通过组织自尊和工作重塑对员工职业成长产生正向影响,即组织自尊和工作重塑在差序式领导和员工职业成长关系间具有多重中介作用;职业呼唤能够调节组织自尊和职业成长的关系,职业呼唤对工作重塑和职业成长的正相关关系同样发挥调节作用;职业呼唤正向调节组织自尊和工作重塑的中介作用.     

Independent director death and CEO acquisitiveness: Build an empire or pursue a quiet life?

Research summary : This study examines the relationship between an independent director's death and CEO acquisitiveness. Using a sample of large U.S. public firms, we find that CEOs who have experienced an independent director's death undertake fewer acquisitions in the post‐director death period, in particular fewer large acquisitions. Our findings are consistent with the prediction of posttraumatic growth theory that mortality awareness can induce CEOs to reevaluate their life priorities and reduce the importance of extrinsic goals in their decision making. This study contributes to the strategic leadership literature by highlighting the influence of the death of CEOs ' social peers on CEOs ' strategic decisions . Managerial summary : Does the death of CEOs ' social peers influence CEOs ' strategic decisions? We find that CEOs who have experienced an independent director's death engage in fewer acquisitions in the post‐director death period, in particular fewer large acquisitions. One likely explanation for our findings is that the death of an independent director may heighten CEOs ' mortality awareness, lead the CEOs to pursue a quieter life, and weaken their propensities for undertaking decisions (i.e., acquisitions) that increase their compensation and social status . Copyright © 2016 John Wiley & Sons, Ltd.