组织中上下级值得信任的行为研究

组织中的信任关系已经成为研究的热点问题。在文献基础上,本研究采用半结构化访谈的研究方法,对42名管理人员进行访谈。通过编码和统计分析,结果发现,上下级值得信任的行为可以分为能力任务、支持相容、道德诚信、尽责敬业四个方面,但是行为内容和强调重点均有所区别。能力因素是组织中的信任强调的首要方面;对上级的信任更强调支持关怀和诚信道德,对下属的信任更强调尽责投入和坦诚忠实。     

A Meta-analysis of Factors Leading to Management Control in International Joint Ventures

In international joint ventures (IJVs), management control exerted by parent firms is fundamental since it can direct employees' activities to strive for the overall goals, to safeguard parent firms' idiosyncratic investments and to decrease opportunistic behaviors. Using a meta-analytic approach, we investigate the main factors influencing management control in IJVs. A search of the published and unpublished literature uncovered 45 articles that yielded 329 reported correlations between the factors and management control with a total sample size of 15,252 IJVs. Results indicate that the factors can be ordered in the following way in terms of the average size of their association with management control: resource contribution; equity share; trust; and strategic importance to the IJVs. Three moderators including operating country (China versus other countries), industry type (manufacturing versus service) and management control type (formal control versus informal control) were proposed to examine the heterogeneity issue. Our meta-analysis suggests that there is a bias of the empirical studies given that a majority of the samples are IJVs operating in the Chinese manufacturing industry, which indicates that results of this meta-analysis may not be representative of all IJVs and that future empirical research should include IJVs in other countries and in other industries.     

The effect of trust on international joint venture performance in China

The role of trust between the parent companies of international joint ventures (IJVs) is re-examined, and it is suggested that trust between parents is not only a major predictor of the achievement of financial and non-financial goals by IJVs as reported in the literature, but also moderates the relationship between IJV performance and certain contextual factors.Based on the responses of senior executives of IJVs and their parent companies in China, it is confirmed that trust influences IJV performance. The moderating effects of trust on the relationships between IJV performance and local reliance and the experience of executives were confirmed for the senior executive sample, but the moderating effect of cultural distance was not consistent between the firm-level and country-level measures. There was no significant result regarding these moderating relationships for the parent sample, except local reliance.     

效忠主管与员工工作绩效的关系:反馈寻求行为和权力距离的影响

效忠主管一直是华人组织经久不衰的议题,尽管已有文献认为员工效忠主管有助于提升其工作绩效,然而关于效忠主管通过怎样的具体机制来影响员工工作绩效却并未得到系统的阐释。本文以14家企业的360名员工为样本,探讨了效忠主管对工作绩效的影响机制,尤其是研究员工反馈寻求行为在其中的中介作用及员工权力距离的调节作用。分析结果表明,效忠主管对员工工作绩效、反馈寻求行为都有显著的正向影响;反馈寻求行为在效忠主管与工作绩效关系中起完全中介作用。另外,员工的权力距离负向调节了效忠主管与反馈寻求行为的正相关关系,即员工的权力距离越低,两者的正向相关关系越强。     

Is trust in leadership a mediator between transformational leadership and in-role performance among small-scale factory workers?

Globalization and the transformation of the organizational scene are increasing the pressure and threshold for employees to constantly perform maximum output. As such, the measure of success for many organizations is determined by their productivity level. Therefore, we believe that the leadership style adopted by the leader and the level of trust subordinates have in such a leader may be salient in determining the level of in-role performance of the subordinates in question. This study therefore tries to shed light on this issue by testing the hypotheses that transformational leadership and trust in leadership would significantly predict in-role performance, and that trust in leadership would further mediate the relationship between transformational leadership and in-role performance. A sample of 170 factory workers (subordinates) and 6 supervisors participated in the study. The subordinates completed measures of transformational leadership and trust in leadership while that of in-role performance of these subordinates was based on the ratings of their immediate supervisors. The results of the Hierarchical Multiple Regression showed that only transformational leadership positively predicted in-role performance, whereas trust in leadership failed to predict or even mediate this relationship. The study discussed the implications of the findings, limitations, and suggestions for prospective research.     

企业内上下级沟通与下属上向信任的关系研究

在对上下级沟通和信任相关文献进行综合分析的基础上,针对以往研究的局限,从沟通频率、沟通方式、沟通风格和沟通方向4个维度,建立了上下级沟通与下属上向信任的概念模型。然后,在此基础上提出研究假设,并以国有企业中低层管理者与其直接下属为研究对象进行了验证。     

The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study

This study used multi-source field data collected in five organizations to examine linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred and eighteen managers provided self-reports of their personal values and ratings of their followers' extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers' charismatic leadership. Superiors of the focal managers provided ratings of managerial performance 2 months after collecting the managers' and subordinates' ratings. Results indicated that traditional, collectivistic work, self-transcendent, and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers' extra effort and OCB. Managerial performance moderated the relationships between leaders' values, charismatic leadership, and followers' outcomes.     

An Examination of How Supervisors Influence Their Subordinates to Engage in Environmental Behaviors

Employee engagement in environmental behaviors is an important topic in operations management. Drawing upon stakeholder, commitment, and organizational support theories, this study creates and tests an empirical model of how store managers (i.e., supervisors) influence their direct reports (i.e., subordinates) to become engaged in environmental behaviors. Based on a dataset derived from supervisors and their subordinates who are employed at the same grocery store location across a large retail grocery chain, we test our study's nomological model and find support for the linkages proposed. Key research and managerial implications are discussed.     

Middle Managers’ Work in Recession and Austerity: A Longitudinal Study

Although researchers have explored the impacts of structural changes on managerial work, few insights have been generated into whether the turbulent economic environment induced by a recession and/or an extended period of austerity accelerate known changes to managerial work and/or whether recession/austerity are revealing or causing previously unknown effects. This paper explores and analyses middle managers’ reflections on how, if at all, their work is fundamentally changed by economic pressures such as recession and/or by choices of executives to impose such pressures during and post recession (commonly referred to as ‘austerity measures’). The findings suggest that middle managers responded to the recession and ongoing economic austerity in a differentiated manner, with the initial responses being largely positive. Responses became negative over time, with examples of disillusionment and cynicism, as middle managers believed that their superiors were using the disguise of recession and austerity to introduce changes that impacted profoundly on their working lives and those of their subordinates.     

大股东对经理人信任、控制机制与企业新产品开发绩效的实证研究

分析大股东对经理人信任如何影响企业新产品开发绩效,并对比不同控制方式下,信任对新产品开发影响的差异。基于150家制造企业的实证研究表明,大股东对经理人越信任,越有利于企业新产品开发绩效的提高;大股东对经理人信任通过促进企业家导向,间接作用于企业新产品开发绩效;财务控制倒U型调节信任与新产品开发之间的关系;战略控制正向调节信任与企业家导向之间的关系。     

Cooperation in the Face of Conflict: Effects of Top Managers’ Trust Beliefs in their Firms’ Major Suppliers

As with any relationships, those between buying firms and their major suppliers are likely to experience situations of conflict. When facing such situations, top managers tend to approach conflict either cooperatively or competitively. However, when and why top managers tend towards cooperation or competition is far from clear. This study proposes a novel link between the theory of cooperation and competition and the discounting principle of attribution theory to argue that it is top managers’ trust beliefs in their firms’ major suppliers that influences their intended approach to conflict. Using survey data from 140 C‐level managers and business owners, the authors develop and test a model that differentiates between two attributional dimensions of trust (competence and goodwill) and the specific relational conditions that influence how these attributions operate. The results indicate that top managers’ trust in their suppliers’ competence and goodwill is, in fact, decisive in determining how they intend to approach conflict. Further, the authors demonstrate that a top manager's trust belief in the supplier's goodwill is of particular relevance in driving the top manager to cooperate in the face of conflict. However, this link seems to be contingent on the specific conditions of the buyer–supplier relationship in question.     

Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory

While some research has documented links between supervisors’ leadership style and subordinates’ motivation, little is known about what drives leadership behaviors in the first place. This study aimed to contribute to the scholarly literature on motivational antecedents of leadership by drawing on the self-determination theory (SDT) of motivation and the full range leadership theory. We traced work motivation throughout the leadership process, starting with supervisors’ work motivations as potential antecedents of leadership styles and proceeding to how leadership styles associate with subordinates’ work motivations. A 2-2-1 multilevel mediational model tested on 61 supervisors and their 244 subordinates showed that supervisors’ autonomous work motivation was linked with subordinates’ ratings of supervisors’ transformational leadership which, in turn, was linked with subordinates’ autonomous work motivation. Furthermore, supervisors’ transactional leadership mediated the association between their controlled motivation and their subordinates’ controlled motivation, whereas supervisors’ passive-avoidant leadership mediated the link between their amotivation and their subordinates’ amotivation. Our integration of the full spectrum of SDT’s conceptualization of motivation with the full range of leadership theory provides insights into the motivational processes that naturally direct supervisors toward transformational, transactional, or passive-avoidant leadership styles and their consequent reflection in subordinates’ motivations. The work has both theoretical and practical implications.     

Servant leadership,employer brand perception,trust in leaders and turnover intentions: a sequential mediation model

The study aimed to examine the impact of the servant leadership style on employee turnover intentions by investigating the sequential mediating effects of employer brand perception and level of trust subordinates have in their leaders. Results of the study were obtained by analysing data collected from 253 employees working in Indian organizations. The results fully support the hypotheses proposed in the study, illustrating that perceived servant leadership style is negatively associated with employee turnover intentions. Further, servant leadership-turnover intentions relationship is sequentially mediated by employer brand perception and the level of trust subordinates have in their leaders. The study also found that only the servant leadership style followed by leaders was not enough to directly influence the level of trust employees placed in their leaders. A positive and strong employer brand perception emerged as an important mechanism that helped servant leaders gain the trust of their followers. The theoretical and managerial implications are further discussed in the light of these findings.     

An empirical evaluation of the impacts of telecommuting on intra-organizational communication

This study represents a preliminary step towards developing an understanding of how telework arrangements affect intra-organizational communication. The following general research questions are addressed: (1) Do telework arrangements change the way in which teleworkers communicate with their superiors, their subordinates, their colleagues and their clients?; and (2) Do telework arrangements change the way in which managers communicate with subordinates who telework? The study, which was conducted at two Canadian federal government departments, was designed to collect information from four groups: (1) teleworkers (n=36 at Time 2); (2) managers of teleworkers (n=28 at Time 2); (3) co-workers of teleworkers (n=27 at Time 2); and (4) a control group (n=25 at Time 2). Three data collection techniques were used in this study: paper and pencil questionnaires, telephone interviews, and focus group interviews. Data were collected at three points in time: (1) two weeks prior to the start of the telework pilot; (2) three months after the telework pilot had begun; and (3) six months after the start of the telework pilot. Analysis of the data suggests that, with a few important exceptions, part-time telework arrangements have little impact on intra-organizational communication.     

Untangling the trust–control nexus in international buyer–supplier exchange relationships: An investigation of the changing world regarding relationship length

Control and trust are the primary governance mechanisms buying organizations rely upon to organize and maintain their collaborative exchange relationships with foreign suppliers. But the question of how control and trust interrelate and should be pursued seems entangled and practical advice remains largely elusive. Based on empirical data on 212 recently- and long-established buyer-supplier exchange relationships in the textile industry, we test the relationship between three practices of interorganizational control (output, process, and normative controls), two dimensions of interorganizational trust (competence and goodwill trust), and relationship performance. Using structural equation modelling, we demonstrate the value of controls for building and validating trust to depend as much on the specific control practice deployed and dimension of trust observed, as on the temporal stage of the exchange relationship. Moreover, we reveal distinct performance effects of the different control practices and dimensions of trust. Herewith, this study allows for a comprehensive understanding of the trust-control nexus in collaborative exchange relationships between buyers and their foreign suppliers. Addressing managers, we reveal how normative controls can be used to build trust and promote performance at the start of the relationship, whereas output controls need time to reach their full potential. Process controls, in turn, are found to have adverse effects.     

Unjust punishment in organizations

What causes leaders to punish subordinates unjustly? And why might leaders keep punishing subordinates unjustly, even when this increases workplace misconduct? In the current paper we address these questions by suggesting that power and status cause leaders to punish unjustly. We review evidence on the effects of power and status on punishment, review how unjust punishments foster misconduct, and highlight how this creates a self-perpetuating feedback loop—leaders are more likely to punish in an unjust manner when subordinates engage in misconduct, but subordinates’ misconduct is partly caused by unjust punishments. We also discuss how leader-subordinate distrust may be at the heart of this phenomenon and how organizations may counteract unjust punishments. We draw attention to research areas that have received little attention and draw up an agenda for future research. Taken together, we integrate the literatures on power, status, punishment and trust, review evidence on when unjust punishments become perpetuating, challenge research suggesting that leaders are cautious when punishing, and guide future research on the topic of punishment in organizations.     

Leadership coaching,leader role-efficacy,and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool

In this study, we used a two-phase exploratory sequential design consisting of qualitative and quantitative research methods to assess leadership coaching as a leadership development tool. A focus group study combined with a review of theory resulted in hypotheses linking coaching to increased leader role-efficacy (LRE) and leader's trust in subordinates (LTS). Using data from leaders participating in a six month coaching program and a control group, the results showed that LRE and LTS increased in the coaching group, but not in the control group. We also hypothesized that increased trust in subordinates would be related to subordinates' psychological empowerment and turnover intentions. A significant relationship between increased LTS and reduced turnover intentions was found. Finally, we found that the degree of facilitative behavior from the coach positively affected the changes in both leader role-efficacy and trust in subordinates. While the results should be interpreted with caution as the sample is small, our findings support claims that coaching represents a promising leadership development tool. Furthermore, the results regarding trust in subordinates represent contributions to the development of a relational perspective on leadership development.     

International joint venture partner origin,strategic choice,and performance: A comparative analysis in an emerging economy in Africa

This study examines the competitive strategic choices of international joint ventures (IJVs) and their performance implications in a low-income emerging economy in Sub-Saharan Africa — Ghana. Using the resource-based view of the firm, it is argued that IJVs with partners from emerging economies are more likely to pursue an efficiency-oriented business strategy to strengthen their strategic positioning, competitiveness and performance. Conversely, IJVs with partners from advanced industrialized economies would be more likely to pursue a market effectiveness-oriented strategy to strengthen their strategic positioning, competitiveness and performance. The findings from 76 IJVs offer support for the hypothesized relationships. IJVs with partners from emerging economies implementing an efficiency-oriented strategy of cost leadership outperform those with partners from advanced industrialized economies implementing the same strategy. In contrast, IJVs with partners from advanced industrialized economies implementing a differentiation strategy outperform those with partners from emerging economies implementing a differentiation strategy.     

Dynamic capabilities and employee participation: The role of trust and informal control

While burgeoning research has shown the relevance of dynamic capabilities in terms of managers identifying and pursuing business opportunities, much less is known about the role of involving employees without managerial status in those activities. In this paper, we examine the impact of employee participation on the enactment of dynamic capabilities. The results of our survey-based linear regression analysis show that employee participation is positively related to the dynamic capabilities of a firm. Furthermore, we hypothesize and find that managers can facilitate employee participation through both trust in and informal control of subordinates. Our findings also suggest a positive relationship between informal control and dynamic capabilities, and point to employee participation as a mediator in the relationship between trust and dynamic capabilities. Our results extend the literature on dynamic capabilities by highlighting and demonstrating the important role of employee participation in identifying and pursuing business opportunities through dynamic capabilities as well as the relevance of trust and informal control therein.     

Values and behaviors of effective lean managers: Mixed-methods exploratory research

Lean Management is a managerial approach focused on enhancing customer value through the elimination of non-value adding steps from work processes. Lean Management is also enjoying a resurgence, largely because its ‘do more with less’ philosophy is particularly well-suited for the austere conditions of a 'Great Recession' recovery. Despite this resurgence with practitioners, however, academic research of Lean Management, in particular research on the leadership of lean initiatives, remains limited. In this study, we identify a constellation of lean values and behaviors of effective lean managers, based on extant research and the views of expert practitioners, and a field study of lean managers. In the first of two empirical studies, we produce an initial list of values and behaviors, derived from both the lean and leadership literature, and from three Delphi rounds with 19 expert lean practitioners. In study 2, we corroborate and refine the list with a sample of effective lean middle managers, through 18 interviews; a survey (N = 43); and fine-grained video-analyses of their in situ behaviors during meetings with subordinates. The values identified include: honesty, candor, participation and teamwork, and continuous improvement—all indicative of self-transcendence and openness to change. Regarding behaviors, we find that the effective lean middle managers of our sample, compared to other middle managers, engage significantly more in positive relations-oriented “active listening” and “agreeing” behaviors, and significantly less in “task monitoring” and counterproductive work behaviors (such as “providing negative feedback” and “defending one's own position”). To conclude, we put forward five new propositions intended to guide future research and a more successful practice of ‘lean leadership.’