回报计划感知价值及其与计划忠诚和品牌忠诚的关系研究

目前,客户回报计划已成为一种重要的关系营销手段,相关问题也开始引起学术界的关注。本文研究了回报计划的不同形式是如何影响客户对计划的感知价值的,同时回报计划的感知价值又是如何影响计划忠诚和品牌忠诚的,并且在研究的过程中考虑了产品或服务对客户涉入度的调节作用。结果显示,仅回报类型对计划感知价值的影响受到涉入度的调节,强涉入度下直接回报优于间接回报;而回报时间和回报额度对计划感知价值的影响不受涉入度的调节,延迟回报和差额回报优于立即回报和等额回报。同时,在强涉入度情况下,回报计划的感知价值通过直接和间接两务途径影响品牌忠诚;而在低涉入度争件下,回报计划感知价值对品牌忠诚没有直接影响,而是通过计划忠诚间接影响品牌忠诚。     

心理契约违背、满意度对管理者行为的影响机制

运用结构方程建模对512位组织管理者数据进行验证发现:交易型心理契约违背完全通过管理者满意度的降低导致管理者退出行为增加,呼吁、忽略和组织忠诚降低;管理型心理契约违背既直接导致管理者退出和忽略行为增加、组织忠诚和呼吁行为降低,又通过满意度降低产生间接作用;关系型心理契约违背不对管理者EVNL行为产生显著影响.     

HRM and radical innovation: A dual approach with exploration as a mediator

Radical innovation is crucial for a firm’s success, and organisations should promote it. Prior research has argued that human capital is essential for a company’s innovation. However, the direct and indirect effects of Human Resource Management (HRM) on radical innovation have not yet been determined. Therefore, the present paper aims to explore the direct impact of HRM on radical innovation with a content approach and a process approach. It will also examine the mediating effect that learning through an exploration process has on HRM and radical innovation. Using data from 200 medium-sized Spanish industrial firms, our results demonstrate that Strategic Human Resource Management (SHRM) has a positive and direct effect on radical innovation. We also find that an HRM system directed toward change and creativity and SHRM positively support the process of exploration learning, and that competence exploration has a favourable impact on radical innovation. These results indicate that competence exploration mediates the effect HRM systems and SHRM have on radical innovation.     

顾客满意感与忠诚感关系的实证研究

作者在民航、移动通信、医院、银行、宾馆等五个行业的13个企业进行了一次实证研究,探讨顾客满意感与各类忠诚感之间的关系。数据分析结果表明,顾客的认知性忠诚感、情感性忠诚感、意向性忠诚感和行为性忠诚感是顾客忠诚感二阶因子的子因子,顾客满意感是忠诚感的重要前提因素,服务公平性、服务质量、顾客与企业之间的友谊、顾客的信任感、归属感也对顾客的忠诚感有直接或间接的影响。     

网络购物顾客忠诚度影响因素的实证研究

顾客忠诚度是网络商家维护市场地位、保持持续竞争优势的重要因素。然而,网络环境下顾客忠诚度的复杂性和不确定性却成为阻碍电子商务进一步发展的瓶颈。因此,本文通过对以往文献的梳理,构建了以信任、在线网站特性、线下物流服务质量、顾客满意度、转换成本为外因潜在变量,以顾客忠诚度为内因潜在变量的假设模型,并以问卷调研的方式收集实证数据,采用因子分析和结构方程模型揭示网络环境下顾客忠诚度的影响因素和作用机制。研究发现：在网络环境下,信任不仅可以通过影响顾客满意度来间接地影响顾客忠诚度,而且可以成为顾客忠诚度的直接前因变量;在线网站特性和线下物流服务质量共同作用于顾客满意度的提升,并间接地影响顾客忠诚度的积累;顾客满意度和转换成本是网络环境下顾客忠诚度的主要影响因素。研究结论较为全面地反映了网络环境下顾客忠诚度的影响因素和作用机制,对于网络零售商有针对性地实施顾客忠诚计划有着十分重要的参考价值。     

关系利益在零售业忠诚计划和顾客忠诚中的中介效应研究

以零售业为背景,分析了忠诚计划对顾客忠诚的影响,并从顾客的角度引入关系利益这一中介变量;运用结构方程模型验证了忠诚计划不仅对行为忠诚具有直接的正向影响,还能够通过增加顾客从零售商与顾客的关系中获得的信任利益、社会利益和特殊待遇利益,有效提升顾客的行为忠诚和情感忠诚。实证研究表明,信任利益在提升顾客忠诚方面的作用最为显著,社会利益次之。     

虚拟品牌社群认同对品牌忠诚的影响

通过对来自电子消费产品虚拟品牌社群的324个社群成员样本进行基于结构方程模型的数据分析,探讨了社群成员对虚拟品牌社群的认同(包含品牌认同和群体认同)影响品牌忠诚的作用机理,并考察了社群成员的参与程度的调节作用。研究结果显示,社群成员对虚拟品牌社群的认同通过社群意识和品牌承诺这两个变量,对品牌忠诚存在不同程度的影响,其中品牌认同通过品牌承诺对品牌忠诚产生间接影响,品牌认同对品牌忠诚的影响程度要大于群体认同对品牌忠诚的影响程度。另外社群成员的参与程度作为调节变量在品牌认同和社群意识之间以及群体认同和社群意识之间有调节效应。     

企业形象对顾客态度忠诚与行为忠诚的影响模型——来自零售银行业的证据

企业形象在学界与业界已经成为一个重要议题,但企业形象与顾客忠诚之间的确切关系尚未得到深入研究。本文探讨了企业形象通过顾客价值和顾客满意对顾客忠诚的作用机理。以零售银行业为刺激物的实证研究结果表明:(1)企业形象不但直接正向影响顾客态度忠诚,而且通过顾客价值和顾客满意间接地正向影响顾客态度忠诚;(2)企业形象是最重要的顾客态度忠诚决定因素;(3)顾客态度忠诚是联结企业形象、顾客价值、顾客满意与顾客行为忠诚的唯一中介因素。本研究对于推动我国零售银行业用心塑造积极的企业形象具有重要启示。     

关系稳定性与零售商感知的机会主义行为——直接影响与供应商承诺的间接影响

研究了关系稳定性对零售商感知的供应商机会主义行为的直接影响,以及关系稳定性通过供应商承诺这一中间变量对零售商感知的供应商机会主义行为的间接影响。通过对中国家电行业160对供应商与零售商关系的问卷调查,采用因子分析和结构方程模型的方法对概念模型及假设进行了验证,得出的研究结果表明,双方良好的关系态度既可以直接降低零售商感知的供应商机会主义行为,也可以通过增加供应商的忠诚性承诺和减少其算计性承诺来降低零售商感知的供应商机会主义行为;虽然关系长度对零售商感知的供应商机会主义行为的影响不明显,但它却可以通过增加供应商的忠诚性承诺和算计性承诺来降低和提高零售商感知的供应商机会主义行为。     

Modelling the impact of performance management practices on firm performance: interaction with human resource management practices

The paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performance.     

HRM Practices and Employee Commitment: Possibilities, Pitfalls and Paradoxes

Much recent writing on Human Resources Management (HRM) has emphasized the desirability of a committed workforce and the central role of HRM practices in establishing and maintaining such commitment. Little empirical evidence for such effects has been presented however, and the conceptualization of employee commitment has often been confused, failing to recognize its multi–dimensional nature. Researchers have sought to identify the antecedents of commitment, concentrating on personal/demographic, task, role and supervisory style variables taken from job satisfaction research. With regard to organizational and career commitment, it may be more fruitful to examine the impact of HRM policies and practices. Several studies undertaken by the authors demonstrating the impact on employee commitment of such HRM practices as selection, assessment, induction and training are reviewed, indicating the possibilities for research and practice in this area. Such studies also reveal some pitfalls in the over–simple, uncritical models of commitment often presented, and some paradoxical findings from the authors' own work are used to present a more adequate perspective on the commitment process.     

Traditional Chinese leadership and employee voice behavior: A cross-level examination

To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership). We proposed that supervisor authoritarian leadership negatively affects employee voice behavior and manager authoritarian leadership has a cascading effect on such behavior through supervisor authoritarian leadership. Furthermore, these effects were either amplified or attenuated under different conditions (i.e., leader identification and power distance orientation). A cross-level investigation of voice behavior within 52 groups of employees from multiple Chinese companies in Beijing was conducted. The results showed that supervisor authoritarian leadership negatively affected employee voice behavior and mediated the negative relationship between manager authoritarian leadership and employee voice behavior. Leader identification moderated the indirect negative effect of manager authoritarian leadership on employee voice behavior via supervisor authoritarian leadership, while power distance orientation moderated the direct negative effect of supervisor authoritarian leadership on employee voice behavior.     

Human Resource Management–Performance Research: Is Everyone Really on the Same Page on Employee Involvement?

Differences in the treatment of involvement in the human resource management (HRM)–performance research stream have been underplayed, as commentaries concentrate on showing that HRM produces a performance premium, and more recently on exploring the mechanisms explaining this. This paper first identifies the two initial concerns of the research stream – the value of employee involvement and the holistic treatment of HRM – and the way these are joined to present a unified view of the area. It then reviews the studies, confirming that involvement has been underplayed or neglected completely, and is only prioritized in a minority. A divide is identified between HRM as an orientation towards fostering employee involvement – seen as a managerial philosophy – and as a technology – a set of practices constituting high‐performance work systems. The paper then argues that acknowledgement of this divide matters, and concludes by drawing out some implications for how we should progress the research stream.     

网上交易服务质量四维度对顾客满意及忠诚度影响的实证分析

一般研究认为,网上购物的忠诚度比传统行业低。究其原因,除了产品本身的质量因素外,网上交易的服务质量也是一个非常关键的因素。本文基于Parasuraman的E-S-QUAL量表将网上交易服务质量从有效性、履约性、系统可用性和私密性四个维度来进行分析。在此基础上,采用了基于PLS统计分析方法的结构方程模型,探索网上交易服务质量四维度对顾客满意及服务忠诚度的影响情况。本研究很好地揭示中国消费者特殊的网上交易心理与行为,研究成果对网络销售企业具有一定参考价值。     

The impact of human resource management on organisational performance: Theory and research

This article by Jean-Marie Hiltrop, considers some of the models which have studied the link between HRM and organisational performance. As yet, there is little real evidence, but it is growing and indicates that corporate HRM policies and practices - including ‘best’ practices - are associated with high (financial) performance, and can encourage employee behaviour and attitudes towards strengthening the competitive strategy of an organisation. But such ‘best’ practices can vary widely and even contradict each other. Questions are raised in the article about these ‘best’ practices.The first part of the article looks at the relevant theoretical models, and the second part reviews the findings of recent empirical studies which have evaluated the effects of distinctive HR practices on organisational outcomes.     

新企业创业导向的测量与功效:基于中国经验的实证研究

当前关于新企业创业导向的维度及其功效还存在较大的分歧。本文从战略过程视角,依据文献分析初步界定了新企业创业导向的5个维度,然后通过访谈调查和探测性检验,将新企业创业导向维度调整为创新性、风险承担性、先动性3个方面,应用并优化了其测量量表。最后通过150份有效样本,对我国新企业创业导向对企业绩效的直接贡献和间接贡献进行了检验。结果表明,创业导向对新企业绩效确实有显著的直接贡献,但间接作用更为明显。     

Social Activism in and Around Organizations

Organizations are frequent targets for social activists aiming to influence society by first altering organizational policies and practices. Reflecting a steady rise in research on this topic, we review recent literature and advance an insider-outsider framework to help explicate the diverse mechanisms and pathways involved. Our framework distinguishes between different types of activists based on their relationship with targeted organizations. For example, “insider” activists who are employees of the target organization have certain advantages and disadvantages when compared with “outsider” activists who are members of independent social movement organizations. We also distinguish between the direct and indirect (or spillover) effects of social activism. Much research has focused on the direct effects of activism on targeted organizations, but often the effects on non-targeted organizations matter more for activists goals of achieving widespread change. Drawing on this framework, we identify and discuss eight specific areas that are in need of further scholarly attention.     

基于不同战略导向的创新选择与控制方式研究

本文从战略导向的角度出发,研究了企业的创新选择和管理控制方式选择问题.从战略思维和组织学习两个方面对企业家导向和市场导向在创新程度和管理控制方式上的不同进行了分析,提出概念模型和理论假设.利用从10个省市不同行业得到的585家企业有效样本数据的分析,验证了本文的理论模型.分析结果表明,企业家导向更加注重突破式创新并通过战略控制对其进行管理,而市场导向更加注重渐进创新并通过财务控制对其进行管理.分析结果还表明虽然企业家导向与渐进创新没有直接关系,但却可以通过财务控制方式鼓励企业中渐进创新的出现.     

Human Resource Management as a Field of Research*

Drawing on Snow and Thomas's (Journal of Management Studies, 31 (1994), pp. 457–480) matrix, we empirically explore the state of the art in human resource management (HRM) research. The data were obtained through a questionnaire directed to HRM scholars all over the world, in which they were asked about their particular theoretical and methodological approaches. The evidence obtained shows clearly that HRM scholars are progressively abandoning the universalistic perspective and completing their models with contingent and contextual variables. Trying to classify the different contributions proposed and discuss their integration, HRM is described as a field of research with three dimensions: subfunctional, strategic and international. The paper concludes that to provide reliable explanations and valid responses to professional problems, HRM research must advance simultaneously in these three dimensions. As follows from our analysis, there are certain HR issues that still need to be addressed: (1) the strategic use of HR practices, (2) their international applicability, (3) global HR strategies and (4) the synergic integration of HR activities. Nevertheless, to advance our knowledge in these issues, it seems necessary to integrate previous research in subfunctional, strategic and international aspects of HRM.     

Does state ownership really matter? The dynamic alignment of China's resource environment and firm internationalization strategies

Recent research suggests that unequal access to home country institutional resources affects firm internationalization strategies. We add to this debate, based on an analysis of state-owned (SOEs) and non-state-owned (NSOEs) Chinese mining firms, by developing a more dynamic and multi-layered understanding of this interplay. We find that home institutional support can be ownership-based or performance-based, whereby the former benefits SOEs and the latter favors high-performing NSOEs. Combined, these support structures serve as institutional control mechanisms in promoting competition, performance and loyalty to national policies. In addition, they establish a permanent link between firm- and home country-specific assets and incentivize firms to develop dynamic resource access capabilities at home and abroad. Our findings inform our understanding of the firms-institutions nexus and Chinese foreign direct investment dynamics, especially in industries of strategic importance to the state.