中国情境下追随力的内涵、结构与测量

在回顾现有研究的基础上,首先运用质性研究方法初步确定了中国情境下追随力的测量题项;随后采用探索性因素分析和验证性因素分析对量表进行实证检验;最终开发了一个6个维度、21个题项的本土追随力测量量表。研究结果进一步完善和修正了现有研究对追随力的界定,编制的中国情境下追随力行为量表为深化和推进领导力及追随力研究提供了可操作化的范式,也为企业了解和培养员工追随力提供了理论依据和指导。     

中国情境下复杂组织关联性维度: 模型与验证

立足于中国本土情境,在文献分析的基础上构建了复杂组织关联性维度的结构模型并运用量表分析技术进行了实证检验,确定具有良好的信度和效度。本文提出的复杂组织关联性维度模型包括技术、环境、战略、企业制度、企业文化5个维度、20个量表测项。研究结果证实,中国复杂组织所具有的基本特征是：业内中等以上的企业规模;复杂先进的技术系统;不确定性程度较高的环境;多层次柔性化的战略;学习导向的文化氛围;规范化的团队合作制度。本研究为进一步探索复杂组织治理问题提供了理论基础和依据。     

中国情境下复杂组织关联性维度:模型与验证

立足于中国本土情境,在文献分析的基础上构建了复杂组织关联性维度的结构模型并运用量表分析技术进行了实证检验,确定具有良好的信度和效度.本文提出的复杂组织关联性维度模型包括技术、环境、战略、企业制度、企业文化5个维度、20个量表测项.研究结果证实,中国复杂组织所具有的基本特征是:业内中等以上的企业规模;复杂先进的技术系统;不确定性程度较高的环境;多层次柔性化的战略;学习导向的文化氛围;规范化的团队合作制度.本研究为进一步探索复杂组织治理问题提供了理论基础和依据.     

团队心理安全、组织公民行为和团队创新--一个中介传导模型的实证分析

团队和创新已经成为新经济条件下企业所关心的重要问题,而团队如何创新的问题则更为理论界和实践界所关注.以往的研究认为团队心理安全(Team Psychological Safety)有助于团队创新的实现,而关于团队心理安全通过怎样的具体机制来影响团队创新则一直存在争议.本文认为,组织公民行为(OCB)能够充当这一过程的中介变量.团队心理安全影响团队创新的途径可能是团队心理安全能够导致组织公民行为,而组织公民行为则能够导致团队创新.本文采用实证分析方法,在Baron和Kennv中介变量判断原则的基础上验证了这一假设.文章还对本研究的局限性和进一步研究方向进行了讨论.     

中国企业文化概念范畴的本土构建

本研究的目的是要探索中国背景下的企业文化维度特征,构建一套适合中国本土情景的企业文化概念范畴,为中国企业文化的理论研究、量表开发及模型建构奠定概念基础。我们通过设计一个开放式问卷调研的归纳性分析和一个典型文本的内容分析,探讨中国情境下企业文化的概念维度。从收集的定性数据中,一共得到中国企业文化的12个概念维度,比较分析结果表明,中国与西方国家企业文化的概念范畴既有相同之处,又存在显著的差异,这进一步表明中国企业文化开展高水平本土化研究的必要性。     

战略型领导与高管团队成员创造力:基于高科技企业的实证分析

战略型领导对于高科技企业高管团队成员创造力具有重要的影响。本文以创造力组成理论为基础,结合中国文化典型性特征,构建了差序氛围背景下CEO战略型领导通过心理授权影响高管团队成员创造力的理论模型。利用来自57个高科技企业高管团队的57名CEO与176名团队成员的有效配对数据,实证检验了理论模型。研究结果表明:CEO实施战略型领导会有效提升高管团队成员的心理授权感知、继而促进创造力的发挥;心理授权在战略型领导与团队成员创造力之间起中介作用;团队成员的差序氛围感知在战略型领导的运营性维度与心理授权之间起调节作用,当团队成员感知到的差序氛围越浓厚,战略型领导的运营性维度越能强化其心理授权。     

基于制度逻辑的不同上下级关系对员工创新行为的差异化影响机制研究

作为组织中影响员工创新的重要人际关系，层级性上下级关系目前存在着基于西方文化的LMX （领导-成员交换）与基于中国文化的SSG （上司-下属关系）两种界定。为探求不同上下级关系对员工创新行为的影响机制是否有所不同，本研究从制度逻辑视角出发，基于社会交换理论和制度逻辑二维分析框架，构建了上下级关系透过心理授权作用于员工创新行为的路径，剖析了SSG和LMX对创新行为的差异化影响机制。来自72个团队的252名成员为样本的实证分析表明，SSG和LMX均能正向影响员工创新行为，心理授权在这种影响中均发挥着中介作用；尤为重要的是，相较于基于工作逻辑的LMX，基于家族逻辑的SSG对中国情境下的员工创新行为有更强的解释力度，这种差异是通过两者的不同交换逻辑对心理授权的不同影响而产生的。本研究为解构中国情境下的创新行为和上下级互动及其关系提供了全新的理论视角，丰富了本土化的创新管理研究。     

积极文化氛围视角下真实型领导与团队创新关系研究

领导者借助文化氛围提升团队管理的有效性,真实型领导能够触发积极文化氛围,二者共同作用于团队创新。要积极借鉴真实型领导模式,促进团队领导有意识地转变领导模式;通过无偏见程序形成心理安全氛围,为团队创新提供积极情境;借助真实行为,即展现出认真、勤奋的工作态度、严谨的工作作风和积极的组织公民行为等,提升团队信任氛围。     

心理授权的有关研究

心理授权是指授权的个体内心体验的综合体,包含四个维度:意义、自我效能感、自我决定和影响。首先分析了心理授权的概念内涵,介绍了相应的测量工具,然后分析了心理授权的影响因素。最后,指出了以往研究的缺陷以及未来在中国组织情境下的研究方向,比如,需加强对团队心理授权的研究,以及如何提高员工的心理授权水平。     

母子公司文化控制与子公司效能研究

集团文化控制是指集团公司通过愿景、共同信念控制子公司.本研究通过专家访谈,构建了中国情境下的文化控制量表,包括文化培训和沟通、共同价值观、协作和融合、制度一致性四个维度.实证结果表明,整体而言母子公司文化控制程度越高,子公司效能越高;子公司行业类型对文化控制与子公司效能的关系产生影响,且新兴行业比传统行业的影响更加显著.     

团队成员目标取向与建言行为的关系:一个跨层分析

研究以国内某大型企业集团27个营销团队共201名团队成员为研究对象,采用多水平研究方法,通过构建多层数据模型(HLM),以自我激励和个体-情景互动理论为框架对团队成员个体目标导向、团队氛围和员工建言行为的关系进行了探讨.研究发现目标导向不同的个体,其建言行为也有差异,相对于发展导向,表现导向的个体更多地卷入建言行为.团队心理安全感不仅对员工建言行为有直接显著影响,而且在个体目标导向(表现导向)与建言行为的关系中有正向的跨层调节效应:团队心理安全感越高,表现导向的个体越倾向于建言行为,团队心理安全感越低,表现导向与建言行为的关系越不明显.团队氛围对于其他目标导向与建言行为关系的跨层调节效果不显著.     

Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance

Autocratic leader behavior is often seen as negative for team morale and performance. However, theories on social hierarchy suggest that autocratic leadership may also positively affect morale and performance through the creation of a psychologically appealing, hierarchically-ordered environment of predictability and security. We propose that autocratic leadership can foster team psychological safety when team members accept the hierarchy within the team. In contrast, when members challenge the hierarchy and engage in intrateam power struggles, autocratic leaders' centralizing power behaviors will clash with team members' competition for power and frustrate members, impairing psychological safety and performance. We find support for these ideas in a study of 60 retail outlets (225 employees and their managers) in the financial services industry. As expected, when team power struggles were low, autocratic leadership was positively related to team psychological safety, and thereby indirectly positively related to team performance. When team power struggles were high, autocratic leadership was negatively related to team psychological safety and thereby indirectly negatively related to team performance. These effects were also found when controlling for leader consideration.     

Nurse safety: How is safety climate related to affect and attitude?

Occupational accidents and injuries continue to be a critical concern for nurses, given the hazardous healthcare environment. This study advances the research on workplace safety by studying the process variables (i.e. job-related negative affect (JRNA) and job satisfaction) in explaining the relationship between safety climate and various safety criteria in nurses. Based on survey data from 326 nurses, our findings suggest that psychological safety climate is negatively related to JRNA, turnover intentions, safety workarounds, and workplace hazards. In addition, structural equation modelling indicated general support for a model in which psychological safety climate influences employee strain through job attitudes, including JRNA and job satisfaction. More specifically, job attitudes were found to mediate the relationship between psychological safety climate and turnover intentions, experience of hazards, and injuries. Safety workarounds did not significantly relate to injuries. The present study contributes to the ongoing improvement of interventions aimed at mitigating nurses’ injuries by integrating job attitudes into the safety climate–safety outcome framework.     

Task Design,Team Context,and Psychological Safety: An Empirical Analysis of R&D Projects in High Technology Organizations

High technology organizations need to develop new products or processes that address the dual goals of exploration and exploitation. The competing viewpoints and the asymmetric nature of market returns associated with these goals in R&D projects can heighten stress levels among project team members and reduce their psychological safety. While current research calls for greater focus on task design for improving psychological safety, we know little about how team contextual factors affect this relationship. This study develops and tests a conceptual framework that examines the moderating role of R&D team contextual factors, namely, relative exploration and project‐organization metric alignment on the relationship between a key task design variable, namely, team autonomy, and psychological safety. Relative exploration captures the extent to which exploration goals are emphasized over exploitation goals in an R&D project, while project‐organization metric alignment measures the extent to which project metrics are aligned with broader organizational metrics. Furthermore, we examine the performance consequences of psychological safety in R&D projects. The empirical analysis is conducted using primary data collected from multiple informants across 110 R&D projects in 34 high technology business units. Our results indicate that relative exploration and project‐organization metric alignment have contrasting moderating effects. Furthermore, the effect of psychological safety on project performance is found to be indirect and mediated through team turnover. Implications of the study findings, limitations, and directions for future research are discussed.     

Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China

The current study extends the literature on shared leadership by exploring the questions of whether, how, and when shared leadership makes an impact on team and individual learning behaviors. Specifically, the current research proposed that shared leadership has a positive impact on both team and individual learning and this impact was realized through the mediating role of team psychological safety. Furthermore, the study introduces job variety as a potential moderator in the relationships between shared leadership on team and individual learning behaviors through team psychological safety, such that the indirect effects are more positive when team members perceived high job variety. Using 263 members from 50 teams in China, the hypotheses were largely supported. Theoretical contributions, practical implications and future research directions are discussed.     

Perceived violence climate: A new construct and its relationship to workplace physical violence and verbal aggression, and their potential consequences

Workplace accidents and violence are both potential sources of employee injuries that have been dealt with in entirely separate literatures. In this study we adapted the concept of safety climate from the accident/injury literature to violence in developing the concept of perceived violence climate. A scale was developed to assess perceived violence climate, including items about management attention, concern, and policies designed to keep employees safe from violence. Data were collected from a sample of 198 nurses from a US Hospital. Perceived violence climate was found to correlate significantly with both physical violence and verbal aggression experienced by the nurses, injury from violence, and perceptions of workplace danger. Furthermore, regression analyses showed that climate explained additional variance in psychological strain and perceptions of danger over experienced violence. These results have implications for interventions aimed at producing a good perceived violence climate in order to reduce the incidence of violence and aggression within an organization.     

Perceived violence climate: A new construct and its relationship to workplace physical violence and verbal aggression,and their potential consequences

Abstract

Workplace accidents and violence are both potential sources of employee injuries that have been dealt with in entirely separate literatures. In this study we adapted the concept of safety climate from the accident/injury literature to violence in developing the concept of perceived violence climate. A scale was developed to assess perceived violence climate, including items about management attention, concern, and policies designed to keep employees safe from violence. Data were collected from a sample of 198 nurses from a US Hospital. Perceived violence climate was found to correlate significantly with both physical violence and verbal aggression experienced by the nurses, injury from violence, and perceptions of workplace danger. Furthermore, regression analyses showed that climate explained additional variance in psychological strain and perceptions of danger over experienced violence. These results have implications for interventions aimed at producing a good perceived violence climate in order to reduce the incidence of violence and aggression within an organization.     

企业跨部门心理安全、知识分享与组织绩效间关系的实证研究

知识分享是组织学习研究领域中的一个热点话题,本研究旨在探讨跨部门心理安全对组织内部知识分享以及组织绩效的影响机制。本文实证研究发现,组织跨部门心理安全与组织知识分享、组织绩效之间均存在"倒U"关系,而知识分享会对组织绩效的提升产生正向影响,知识分享在跨部门心理安全对组织绩效的作用中扮演中介角色。研究发现有助于加深我们对跨部门心理安全与组织知识分享、组织绩效间作用关系的深入了解,为企业管理实践提供有益的借鉴和启示。     

Benchmarking Safety Climate in Hazardous Environments: A Longitudinal, Interorganizational Approach

Safety climate is an important element of organizational reliability. This study applied benchmarking strategies for monitoring safety climate across nine North Sea oil and gas installations that were surveyed in consecutive years. Examination of absolute changes in safety climate complemented the benchmarking approach. Discriminant function analyses (DFA) identified the elements of safety climate predictive of self-reported accidents; correlational analyses were applied to the scale scores and accident proportions across the year period. Absolute improvements were substantial, with safety climate profiles converging in the second year. Large relative improvements were also observed. DFA highlighted perceived management commitment to safety and willingness to report accidents as significant predictors of personal accident involvement. Changes in perceived management commitment to safety were closely associated with changes in safety behavior.     

Mitigating the Impact of Functional Dominance in Cross‐Functional Process Improvement Teams

Manufacturing process improvement teams often draw upon cross‐functional expertise. However, teams dominated by a single or few functions often do not achieve the desired interdisciplinary learning and cooperation, which in turn could negatively affect the performance of that cross‐functional team. Through an empirical analysis of 149 manufacturing process improvement teams in six SIC industrial categories, we show that even after controlling for several factors such as team size, number of functions, gender diversity, ethnicity, number of management levels, and geographic dispersion of team members, psychological safety of work environment fully mediates the relationship between functional dominance and team performance. We also confirm that a team leader possessing high interpersonal justice mitigates the deficiency of dominated teams and improves team performance by fostering a psychologically safe work environment. Our recommendation therefore is that when a dominated team is unavoidable due to the needed skill sets or other organizational considerations, to ensure success it is imperative that the firm chooses a team leader who can promote psychological safety by being just, and who can effectively encourage input from all functional team members and give them objective feedback.