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Eva-Maria Oppel Jonas Schreyögg 《International Journal of Human Resource Management》2019,30(5):794-814
AbstractAs human resource challenges have increased, strategic human resource management (SHRM) in hospitals has evolved into an important management task. Accompanying its growing relevance, there is an evolving research stream on the impact of SHRM on organizational and individual-level outcomes in the hospital context. We aim to address two remaining research gaps by investigating variations in the use of SHRM across organizations (public vs. private ownership types) and differences in the relationship between SHRM and employee attitudes within organizations (for the occupational groups of nurses and physicians). This study is based on a sample of 179 German acute care hospitals. We employ ANOVA and logistic regression analyses, and our results corroborate previous research findings showing that SHRM has positive effects on employee attitudes. However, the effects vary in significance and magnitude, depending on whether nurses or physicians are targets. Further, we reveal significant SHRM differences in public- vs. private-sector organizations. 相似文献
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Social Embeddedness in Electronic Negotiations 总被引:1,自引:0,他引:1
This study contributes to electronic negotiation research by analyzing the role of social embeddedness of actors in a controlled
laboratory experiment. In particular, we analyze the effect of prior negotiator relationship in different conflict levels
in web-based negotiations. We hypothesize that with increasing intensity of conflicts, negotiators who have a personal relationship
use more value creating strategies compared to anonymous negotiators. As a consequence, we also hypothesize to find fewer
impasses in electronic negotiations involving subjects who are socially embedded. Our results confirm that, in fact, in severe
conflicts socially embedded actors reach significantly more agreements than subjects of the control group while such an effect
is not found in weak conflict situations. These findings are related to more yielding between embedded actors but not to more
value creating behavior. From these results, we can conclude that socially embedded negotiators better manage to reach agreements
in difficult situations. Furthermore, an institutionalized pre-negotiation phase which allows negotiators to establish a personal
relationship can counteract the threat of impasses. 相似文献
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From Credit Risk to Social Impact: On the Funding Determinants in Interest-Free Peer-to-Peer Lending
Journal of Business Ethics - Based on a unique data set on US direct microloans, we study the funding determinants of interest-free peer-to-peer crowdlending aimed at borrowers in the US. By... 相似文献
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Stephen W. Litvin John C. Crotts Frank L. Hefner 《International Journal of Tourism Research》2004,6(1):29-37
Hofstede's five cross‐cultural dimensions have been broadly applied in the literature. Money and Crotts recently applied the dimension of uncertainty avoidance to a matched sample comprised of low uncertainty avoidance German and high uncertainty avoidance Japanese tourists, finding their behaviours consistent with those behaviours predicted by Hofstede. This study both replicates and extends their research across a representative sample of first time leisure visitors to the USA representing 58 nations. It was found that visitors from high uncertainty avoidance cultures exhibited behaviours consistent with those of the Japanese in the Money and Crotts research, whereas visitors from low‐uncertainty avoidance cultures behaved similarly to their German subjects. Such findings, across a broad sample population, validate the original research through a more rigorous test of its propositions, provide increased confidence regarding their generalisability, and further contribute to our understanding of the influence of national culture on tourist behaviour. Copyright © 2004 John Wiley &Sons, Ltd. 相似文献
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Eva-Maria Lessinger 《Publizistik》2005,50(4):496-497
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Eva-Maria Hefner 《Marketing Review St. Gallen》2010,27(2):27-31
Die Gestaltung und Optimierung der Kundenkontaktpunkte eines Unternehmens hat viele Gesichter. Für das passende Design stehen
im Marketing zahlreiche M?glichkeiten zur Verfügung. Pre-Sales-Ma?nahmen, Verkaufsaktionen und After-Sales-Betreuung spielen
eine besondere Rolle. Entscheidend bei Mehrkanalsystemen ist hier die Abstimmung der Customer Touchpoints aufeinander. 相似文献