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.     

浙江省不同性质企业科技创新效率的动态变化与比较研究

基于企业的技术异质性,利用DEA和全局前沿M almquist指数方法对2006—2018年浙江省不同性质企业的科技创新效率和动态变化进行了比较研究.结果表明:①2006—2018年,浙江省不同性质企业的科技创新效率均值较低,差距显著,总体呈波动上升的趋势.2013年以前外商投资企业的科技创新效率处于领先地位,2015年以后内资企业开始长期处于领先地位.考察期间内资企业一直呈追赶势头,特别是国有企业,追赶势头最为显著.②不同性质企业近13年科技创新效率的平均增幅基本一致,大部分年份均处于增长态势.内资企业体现出较强的增长效应,且增长势头比其他两种类型企业平稳.③内资企业全要素生产率上升主要源于组内技术进步.港澳台商投资企业和外商投资企业全要素生产率的变化源于技术效率变化和组内技术变化.3种类型企业的技术领先变化程度均较小.     

基于企业家行为动机的中小企业群落式衍生

本文以嵊州领带产业集群中小企业群落式衍生为案例,分析了中小企业经营骨干辞职创办新企业的行为动机,综合考虑经济、风险态度、个人的主观偏好和其他社会性效用等不同的偏好对选择成为企业家的影响．提出企业家动机各因素对企业家活动的影响关系。     

Entrepreneurs and the context of cooperative organizations: A definition of cooperative entrepreneur

We focus on the role of entrepreneurs in organizations that are structured as cooperatives. In considering the similarities and differences among various forms of entrepreneurship, a comprehensive definition of the cooperative entrepreneur is formulated. A model illustrating four variations in the manner in which cooperative entrepreneurship contributes to the creation of cooperatives is also presented. These contributions help to more clearly frame future research and lend visibility to the challenges faced by entrepreneurs in the cooperative context. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Leadership,Creative Problem‐Solving Capacity,and Creative Performance: The Importance of Knowledge Sharing

This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem‐solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem‐solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem‐solving capacity, thereby improving employee creative performance.     

The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust

This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.     

Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity,creative self-efficacy,and job complexity

Integrating transformational leadership, creativity and social cognitive theories, we explore the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity and creativity. Structural equation modeling (SEM) with bootstrapping estimation was conducted using data from 395 supervisor–employee dyads from international tourist hotels in Taiwan. The results show that supervisors' transformational leadership positively influenced employee creative self-efficacy and creativity. Moreover, creative role identity was found to mediate the relationship between transformational leadership and employee creative self-efficacy, while both creative role identity and creative self-efficacy were found to mediate the relationship between transformational leadership and employee creativity. Specifically, job complexity was found to moderate the relationship between transformational leadership and employee creative role identity, the relationship between employee creative role identity and creative self-efficacy, and the relationship between employee creative self-efficacy and creativity. We discuss the implications of these results for research and practice in hospitality context.     

The Effects of Leader Succession and Prior Leader Experience on Postsuccession Organizational Performance

In this article we strive to reconcile equivocal findings about the effects of top leader succession and prior leadership experience on postsuccession organizational performance. In doing so, we draw on insights from theories of human capital, learning, and asymmetric information to better understand the conditions under which leaders increase or decrease postsuccession performance. Employing a sample of 119 newly appointed leaders in the English Premier League (1996–2010), we find the following results. First, relating to the succession event, outside leaders that directly move between leadership positions are associated with higher postsuccession performance while the departure of a prior leader to a leadership position in another organization has a negative effect on postsuccession performance. Second, relating to prior leadership experience, leaders with domestic top leader experience are associated with lower postsuccession performance, while leaders with foreign top leader experience are associated with higher postsuccession performance. © 2015 Wiley Periodicals, Inc.     

Crisis Management Competencies

Since public networks became widespread, doubts have arisen over how to make them succeed. Scholars have traditionally addressed the issue in different ways, thus variously shedding light on the network structure, mechanisms, or managers as predictors of the network performance. The aim of our article is to explore the possibility of an interaction effect between the abovementioned factors. Our results show that there may be a relationship between network structure, mechanisms, and managers that jointly affects network performance. Therefore, important suggestions can be made about how to manage public networks successfully: (1) ensure that your network mechanisms and managerial abilities are coherent with the structure of your network; and (2) if you are in a well-established and integrated network, allow yourself some flexibility. Data were collected through a multiple case study that focused on collaboration for joint provision of home care services in Switzerland.     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.