基于工会直选调节作用的劳动关系氛围、心理契约破裂感知和工会承诺的关系研究

基于37家企业和1 211名员工的问卷调研数据,依据心理契约理论和工会理论,探讨了中国转型经济背景下劳动关系氛围和工会直选对员工的心理契约破裂感知和工会承诺关系的跨层次影响。研究结果表明,劳动关系氛围同工会承诺正相关;心理契约破裂感知同工会承诺负相关;心理契约破裂感知在劳动关系氛围与工会承诺的关系中起中介作用;工会直选在心理契约破裂感知和工会承诺的关系中起调节作用,即在实现工会直选的企业,员工的心理契约破裂感知同工会承诺的负相关关系较弱。此外,对研究发现进行分析,并指出对管理实践的启示。     

人际沟通与企业间关系:心理契约的中介作用

如何分析并揭示企业间关系质量的影响机制是管理学关心焦点。本文通过引入传统文献所忽视变量,形成以人际技能、心理契约和关系质量为核心的新企业间关系分析框架,并通过199个中国企业间采购关系数据进行了验证。结果表明:人际技能对心理契约的交易建构和关系建构具有显著正向影响,特别是移情和反馈;心理契约交易建构和关系建构对持续采购和采购比例具有显著正影响;心理契约对人际技能和关系质量具有一定的中介作用。研究结果对于相关的理论发展和管理实践具有一定的启示作用。     

价格促销对品牌资产的影响:竞争反应的高地作用

在价格促销对品牌资产的影响方面,学者们并没有形成共识,原因之一是学者们忽视了竞争者的反应行为,本文旨在探讨竞争反应对这种影响关系的调节作用。本文通过2(品牌资产梯队)×8(竞争反应)的实验设计研究表明,对不同品牌资产梯队的品牌,价格促销对品牌资产的影响存在差异;竞争反应对这种影响关系具有调节作用;竞争对手的影响主要来自同梯队品牌,相反梯队品牌的影响不显著。本文对深入了解价格促销对品牌资产的影响具有重要意义。     

The Impact of Culture on Equity Sensitivity Perceptions and Organizational Citizenship Behavior: A Five-Country Study

This paper examines the relationships between equity theory, equity sensitivity, and organizational citizenship behavior. Several issues are investigated: whether individuals from different cultures differ in their equity sensitivity orientations; whether individuals from different cultures differ in preference for benevolent, equity sensitive, and entitled situations involving a case scenario; and whether cultural differences impact organizational citizenship behavior.     

Decision Making in Cross‐Functional Teams: The Role of Decision Power*

Through a series of game‐theoretical models, this study systematically examines decision making in cross‐functional teams. It provides a framework for the design of an organization‐specific decision‐making process and for the alignment of a team's microdecision with the “optimal” decision that maximizes the firm's payoff. This study finds that even without changing the team leader, firms could change and even dictate the team's microdecision outcome via adjusting the team member's seniority, empowering team members with veto power or involving a supervisor as a threat to overrule the team decision. This finding implies that to reposition products in the marketplace, structuring cross‐functional teams’ microdecision‐making processes is essential.     

Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge‐centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.     

Impact of Customer‐based Corporate Reputation on Non‐monetary and Monetary Outcomes: The Roles of Commitment and Service Context Risk

A firm's reputation is an important intangible asset, because of its potential for value creation. The authors explore non‐monetary and monetary outcomes of customer‐based corporate reputation (CBR) and hypothesize that commitment serves as a partial mediator, while service context risk is a moderator, of these relationships. Using a large sample of service customers who evaluated the reputation of service firms in four service categories, the results show that (1) commitment partially mediates the relationship between CBR and most of the outcome variables, and (2) service provider selection risk moderates these relationships, such that reputation has a stronger effect on several non‐monetary outcomes for higher‐risk services and commitment has a stronger effect for lower‐risk services, consistent with a dual‐processing framework explanation. The authors discuss the theoretical and managerial implications.     

The Contingent Effects of Role Ambiguity and Role Novelty on Expatriates' Work‐related Outcomes

Research on work stress has highlighted its negative outcomes for both individuals and their employers. Overseas assignments are more stressful than domestic assignments, and their relatively high failure rates are well documented. We suggest, however, that certain types of stress can positively affect expatriate performance. Based on role theory and the distinction between hindrance and challenge stressors, we develop hypotheses regarding the influence of role ambiguity and role novelty on expatriate success. We also conceptualize and empirically investigate the moderating influence of expatriates' perceptions of organizational support and supervisor support. Our hypotheses are tested using a sample of 125 Japanese expatriate managers in Germany. We find that role ambiguity is a hindrance stressor and negatively affects job satisfaction and work adjustment, while role novelty acts as a challenge stressor and positively affects job satisfaction, task performance and work adjustment. Our findings also show that perceived organizational support attenuates the negative effects of role ambiguity on work adjustment and strengthens the positive effect of role novelty on job satisfaction. We also find that supervisor support positively moderates the positive effect of role novelty on job satisfaction and work adjustment.     

Empowering Leadership,Psychological Empowerment and Employee Outcomes: Testing a Multi‐level Mediating Model

This study examined the effects of empowering leadership on employees in a customer service organization, using data from 266 employees and their supervisors from 41 work teams in a division of a large Hong Kong telecommunications corporation. Empowering leadership had acceptable levels of within‐group agreement and between‐group variability, providing support for its analysis as a group‐level construct. Testing a multi‐level model in which psychological empowerment was hypothesized to mediate the relationship between both within‐group and between‐group empowering leadership and individual outcomes, empowering leadership was associated with psychological empowerment at both levels. There was evidence of significant mediation effects at both the individual and group levels. These findings underline the importance of analysing both within‐group and between‐group differences in empowering leadership and their effects on individual attitudes and behaviours.     

Outsourcing to a Powerful Contract Manufacturer: The Effect of Learning‐by‐Doing

The contract manufacturing industry has grown rapidly in recent years as firms have increasingly outsourced production to reduce costs. This growth has created powerful contract manufacturers (CMs) in several industries. Achieving a competitive cost position is often a primary motive for outsourcing. Outsourcing influences both the original equipment manufacturer's (OEM) and the CM's production levels, and, therefore, through learning‐by‐doing renders future costs dependent on past outsourcing decisions. As such, outsourcing should not be viewed as a static decision that, once made, is not revisited. We address these considerations by analyzing a two‐period game between an OEM and a powerful CM wherein both firms can reduce their production costs through learning‐by‐doing. We find that partial outsourcing, wherein the OEM simultaneously outsources and produces in‐house, can be an optimal strategy. Also, we find that the OEM's outsourcing strategy may be dynamic—i.e., change from period to period. In addition, we find both that the OEM may engage in production for leverage (i.e., produce internally when at a cost disadvantage) and that the CM may engage in low balling. These and other findings in this paper demonstrate the importance of considering learning, the power of the CM, and future periods when making outsourcing decisions.     

团队成员认知风格对创新行为的影响:团队心理安全感和工作单位结构的调节作用

近年来,员工创新行为的影响因素一直是学术界关注和探讨的热点.本研究基于团队心理安全感和工作单位结构两个视角,提出了一个整合模型.运用分层线性模型,利用75个工作团队共334份团队成员问卷检验了整合模型,研究结果表明:(1)学习型风格、创造型风格对创新行为具有显著的正向预测效果,但计划型风格对创新行为的影响不显著;(2)团队心理安全感不仅对创新行为有直接显著的正向影响,而且在学习型风格、创造型风格与创新行为的关系中有正向的调节效应,但团队心理安全感不显著调节计划型风格同创新行为之间的关系;(3)工作单位结构调节了学习型风格、创造型风格与创新行为之间的关系,而对于计划型风格与创新行为关系的调节效果不显著.     

消费者信心对顾客资产驱动因素与顾客忠诚意向关系的调节作用研究——以银行业为例

根据我国六大银行688条顾客数据,运用MLwiN 2.10Beta软件进行了分层回归建模,探索消费者信心对我国银行业顾客资产驱动因素与顾客忠诚意向间关系的调节作用。研究发现,价值资产与顾客忠诚意向、品牌资产与顾客忠诚意向之间的正向关系随消费者信心的减弱而减弱。消费者信心对关系资产与顾客忠诚意向之间的调节作用不显著。由此,解决了银行业战略营销投资的优先次序问题,分析了消费者信心变化对消费者行为产生的影响,并为在消费者信心低迷或高涨的不同情境下,银行应采取的营销策略提供了实证支持。     

Investigating the Moderating Effects of Leader–Member Exchange in the Psychological Contract Breach–Employee Performance Relationship: A Test of Two Competing Perspectives

Leader–member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high‐quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross‐sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in‐role performance under conditions of high LMX. Implications of these results and future research directions are discussed.     

The Role of Non‐structural and Informal Mechanisms of Integration and Coordination as Forces in Knowledge Creation

This study focuses on the analysis of the influence of organizational design variables on the creation of knowledge within the firm. The impact that enablers have on knowledge creation has been widely demonstrated and established by the relevant literature. Using this assumption as a starting point, this study will consider and explore the role that mechanisms of integration and coordination play in the creation of knowledge, considering enablers as intermediate variables. In this way, we can create a model of the relationships between these variables and contrast them with an empirical investigation of a quantitative nature, using a sample of 167 large Spanish firms. Despite the fact that the theoretical framework in question is characterized by a direct and positive connection between the standardization of work processes and knowledge creation, the results suggest that the relation is not significant. All the other coordination mechanisms, however, do have a significant influence on the creation of knowledge: standardization of skills through the autonomy enabler; standardization of outputs through intention; interventions for socialization through intention and trust and commitment; and, lastly, mutual adjustment whose influence is found in redundancy and variety.     

Drivers and Performance Outcomes of Supplier Innovation Generation in Customer–Supplier Relationships: The Role of Power‐Dependence

While innovations generated by supply channel relationships, as opposed to individual partners, play an increasingly important role in the success of all supply chain partners, there has been a dearth of research in the literature on how supply chain relationships cultivate the process of such innovation generation. We explore supplier market knowledge acquisition, relationship learning, systems collaboration, and technological uncertainty as antecedents of supplier innovation generation, which is in turn hypothesized to positively affect the relationship performance of the supplier. Furthermore, supplier dependence on the buyer is investigated as a moderator of the effects of such antecedents on supplier innovation generation. Empirical tests, which used a sample of 236 Taiwanese executives, supported most of the hypotheses, and some implications of the results are discussed.     

Managers as Monitors: An Analysis of the Non‐executive Role of Senior Executives in UK Companies

An important aspect of current governance practice is the use of non‐executive directors to monitor the behaviour of company management. This paper examines the extent to which senior executives are utilized as non‐executives in large UK companies. The results suggest that executive directors are not an important source of non‐executive directors. The average number of non‐executive directorships held by each executive is 0.22. Indeed, 85% of executives hold no additional directorships. The holding of non‐executive directorships is positively related to the strength of board monitoring in the executive's company, executive tenure and company size. Executives in companies with greater growth opportunities and operating in regulated industries are less likely to hold non‐executive directorships.     

An Analysis of Dual‐Kanban Just‐In‐Time Systems in a Non‐Repetitive Environment

Recent advances in approaches and production technologies for the production of goods and services have made just‐in‐time (JIT) a strong alternative for use in intermittent and small batch production systems, especially when time‐based competition is the norm and a low inventory is a must. However, the conventional JIT system is designed for mass production with a stable master production schedule. This paper suggests supplementing the information provided by production kanbans with information about customer waiting lines to be used by operators to schedule production in each work‐station of intermittent and small batch production systems. This paper uses simulation to analyze the effect of four scheduling policy variables—number of kanbans, length of the withdrawal cycle, information about customer waiting lines, and priority rules on two performance measures—customer wait‐time and inventory. The results show that using information about customer waiting lines reduces customer wait‐time by about 30% while also reducing inventory by about 2%. In addition, the effect of information about customer waiting lines overshadows the effect of priority rules on customer wait‐time and inventory.     

The Price Chameleons Pay: Self‐monitoring,Boundary Spanning and Role Conflict in the Workplace*

The vast majority of research on self‐monitoring in the workplace focuses on the benefits that accrue to chameleon‐like high self‐monitors (relative to true‐to‐themselves low self‐monitors). In this study, we depart from the mainstream by focusing on a potential liability of being a high self‐monitor: high levels of experienced role conflict. We hypothesize that high self‐monitors tend to choose work situations that, although consistent with the expression of their characteristic personality, inherently involve greater role conflict (i.e. competing role expectations from different role senders). Data collected from a 116‐member high‐tech firm showed support for this mediation hypothesis: relative to low self‐monitors, high self‐monitors tended to experience greater role conflict in work organizations because high self‐monitors were more likely to occupy boundary spanning positions. To help draw a more realistic and balanced portrait of self‐monitoring in the workplace, we call for more theoretically grounded research on the price chameleons pay.     

The Non‐Democratic Roots of Elite Capture: Evidence From Soeharto Mayors in Indonesia

Democracies widely differ in the extent to which powerful elites and interest groups retain influence over politics. While a large literature argues that elite capture is rooted in a country's history, our understanding of the determinants of elite persistence is limited. In this paper, we show that allowing old‐regime agents to remain in office during democratic transitions is a key determinant of the extent of elite capture. We exploit quasi‐random from Indonesia: Soeharto‐regime mayors were allowed to finish their terms before being replaced by new leaders. Since mayors' political cycles were not synchronized, this event generated exogenous variation in how long old‐regime mayors remained in their position during the democratic transition. Districts with longer exposure to old‐regime mayors experience worse governance outcomes, higher elite persistence, and lower political competition in the medium run. The results suggest that slower transitions towards democracy allow the old‐regime elites to capture democracy.