道德领导的影响过程分析:一个社会交换的视角

通过问卷调查北京地区的280名员工,运用社会交换理论框架,从领导-员工二元关系的角度研究道德领导的影响过程。研究结果表明,道德领导对员工的工作态度与工作结果有显著的正向影响;LMX在道德领导与员工工作态度之间起到了部分中介作用;组织公平在道德领导与员工工作态度和组织公民行为之间起到正向调节作用。     

基于变革型领导的职能多样性对团队内知识共享的影响研究

以146个团队数据为样本,探讨了中国情境下变革型领导对职能多样性团队内知识共享的调节影响及其内在作用机制.研究结果表明,变革型领导行为调节职能多样性与团队内知识共享间的关系,团队认同感在变革型领导行为的调节影响中起中介作用.具体而言,变革型领导行为通过提高下属团队认同感的程度增强职能多样性对团队内知识共享的正面作用,当变革型领导行为水平越高时,下属的团队认同感越高,职能多样性与知识共享的正向关系越强.     

人格特质、组织承诺与离职意图关系的实证研究

通过对中国联通安徽分公司131名雇员进行实证分析,考察了个人属性、内外控型人格特质、组织承诺与雇员离职意图的关系。结果发现组织承诺、内外控人格特质对离职意图有显著影响,个人属性中除婚否外,其他属性对离职意图也有显著影响。推测组织承诺将极有可能是个人属性与离职意图间的中介变量,并且对内外控人格特质与离职意图之间的关系具有调节作用。     

Fairness and commitment to change in M&As: The mediating role of organizational identification

This paper examines the determinants of employees' affective commitment to change in the context of M&As. Based on the group engagement model (Tyler & Blader, 2000, 2003), we predicted that organizational identification with the newly formed organization mediates the positive impact of employees’ overall justice judgments and perceived change favorableness on affective commitment to change. We tested our predictions using data collected during an international merger. After controlling for country effects, results support our hypotheses. Implications for research and practice alike are discussed.     

Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization

The ambidexterity framework, which comprises two contradictory, yet interrelated processes of exploration and exploitation, has been researched using a variety of perspectives. Few studies, however, provide insight into the question: how is ambidexterity managed across multiple organizational levels? To address this question, we introduce the term ambidexterity penetration that refers to the enactment of ambidexterity across multiple organizational levels and develop a conceptual framework about how it is practiced (horizontally, vertically and organizationally). We empirically showcase this framework using findings from six business units of an aerospace and defense organization and analyzing data from 30 interviews. Overall, our study contributes to ambidexterity research and offers an empirical investigation of ambidexterity penetration across multiple organizational levels in the context of the aerospace and defense sector.     

学习迁移的系统理论:PPEE理论模型的建构和意义

学习是人类社会永恒的主题。为了更好地利用过去的经验,增强学习效果,个人和组织进行学习迁移具有重要意义。学习迁移是指将在以往通过学习或解决问题所获得的经验,用于解决之后所遇到的问题。本文力图建立系统的学习迁移理论,研究人、问题、环境的因素对于学习迁移的影响。本文采用理论推导的研究方法,在前人研究的基础上,提出相应的理论模型。本文运用系统的观点,构建了学习迁移的PPEE理论模型,认为人的因素、问题的因素、人和问题的交互作用、以及环境的调节作用,会共同影响学习迁移的效果。本理论主要从五个方面论述学习迁移的机制。首先,将人的因素按照不同层面划分为后端基本能力、中端心理过程、前端知识结构,讨论了其各自对学习迁移效果的直接影响。其次,将问题的因素划分为形象相似性和抽象相似性,并根据这两个维度构建了四种问题间关系类型,并探究了其与学习迁移效果之间的关系。第三,同时考虑人的因素和问题的因素,研究了二者之间的互动对于学习迁移效果的影响。第四,将环境因素划分为时间紧迫性和空间重要性两个维度,探讨了人和环境,以及问题和环境之间的互动对学习迁移效果的影响。第五,基于系统整体的方面,研究人、问题、环境三者之间的互动对学习迁移效果的交互影响。本文还认为,该模型不仅适用于个人,也同样适用于团队、组织、地区、甚至国家和社会等各个层面,影响各个层面主体的学习迁移。本文最后总结了研究的理论和实践贡献,并提出了未来研究课题。本文对丰富学习理论、特别是学习迁移理论,以及推动教育和管理实践的发展进步具有重要的意义。     

协商与抵抗:文化身份视角的新闻编译策略

文化身份是一个文化群体成员对其自身文化归属的认同感,为跨文化语境中编译者主体对原作新闻的理解预设了一种“前理解”。在英汉新闻编译中,特定文化身份认同作用于话语转换实践,决定了协商式和抵抗式编译策略的选用。     

Who killed change management?

A story is told here of an investigation into change management's apparent death, provoked by the dubious business novel Who Killed Change [Blanchard, K., J. Britt, P. Zigarmi, and J. Hoekstra. 2009. Who Killed Change? Solving the Mystery of Leading People Through Change. London: Harper Collins Publishers]. The story is told over eight chapters inviting you to investigate competing explanations for the death of change management using the structure of the story arc: stasis, trigger, quest, surprise, critical choice, climax, reversal and resolution. An annoying voice (sometimes interior monologue and at other times dialogue) of another reader keen to inform and frame your understanding of the status of change management remains ever present. The case is solved with the story's resolution providing insights into advantages of investigating over literature reviewing, the problematic/masculine nature of murder metaphors, the academic potential of story arcs and the mystery which characterises organizational change.     

利用伪随机信号系统辨识钻柱系统

用白噪声信号作为输入信号对钻柱系统脉冲响应进行辨识。研究了伪随机信号的特征及伪随机信号产生的方法,得出了用伪随机信号代替白噪声信号辨识钻柱系统脉冲响应的结论。结合输入信号和输出信号,利用钻柱系统的脉冲响应,讨论了钻柱的临界转速、钻柱共振、钻柱与井壁之间的相互作用、所钻地层岩性等钻井工程问题。     

Improving Risk Management: From Lame Excuses to Principled Practice

The three classic pillars of risk analysis are risk assessment (how big is the risk and how sure can we be?), risk management (what shall we do about it?), and risk communication (what shall we say about it, to whom, when, and how?). We propose two complements as important parts of these three bases: risk attribution (who or what addressable conditions actually caused an accident or loss?) and learning from experience about risk reduction (what works, and how well?). Failures in complex systems usually evoke blame, often with insufficient attention to root causes of failure, including some aspects of the situation, design decisions, or social norms and culture. Focusing on blame, however, can inhibit effective learning, instead eliciting excuses to deflect attention and perceived culpability. Productive understanding of what went wrong, and how to do better, thus requires moving past recrimination and excuses. This article identifies common blame‐shifting “lame excuses” for poor risk management. These generally contribute little to effective improvements and may leave real risks and preventable causes unaddressed. We propose principles from risk and decision sciences and organizational design to improve results. These start with organizational leadership. More specifically, they include: deliberate testing and learning—especially from near‐misses and accident precursors; careful causal analysis of accidents; risk quantification; candid expression of uncertainties about costs and benefits of risk‐reduction options; optimization of tradeoffs between gathering additional information and immediate action; promotion of safety culture; and mindful allocation of people, responsibilities, and resources to reduce risks. We propose that these principles provide sound foundations for improving successful risk management.