Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-12-10
Abstract： In the era of digital economy, digital transformation has emerged as a critical factor in driving high-quality enterprise development. However, many companies encounter internal challenges, such as a lack of employee support and passive cooperation during the process of digital transformation. Current research on enterprise digital transformation primarily concentrates on the macro-strategic level, while the impact of digital transformation on employees has not been sufficiently explored. Therefore, our study takes a micro-level perspective within the organization and employs the Process Theories of Occupational Stress. We view digital transformation as a “stressor” and aim to investigate the different responses of employees to it and the underlying mechanisms. First, we investigate the “stressor” by utilizing Grounded Theory to uncover how employees perceive and identify stressors during digital transformation. Second, we explore the “stress outcome” by examining the impact of digital transformation on employees’ work performance and its dynamic changes over time based on the Transition Processes framework. Third, we investigate the “stress experience” from both cognitive and emotional perspectives. We explore the mechanisms, boundary conditions, and subsequent consequences of employees’ different responses (support or resistance) to digital transformation. This paper not only expands the scope and content of research in the field of human resource management, but also provides practical insights for companies to systematically drive digital transformation and improve employee support throughout the process.
Subjects: Psychology >> Management Psychology Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-12-01
Abstract： Although experimental vignette methodology (EVM) enhances both internal and ecological validity, there is still a lack of detailed and standardized guidance for the design of vignettes in the field of management. Based on this, this study first introduced the definition and types of EVM. The differences between EVM and contextual priming methodology were also clarified. Secondly, this study coded and analyzed 93 scenario experiments drawn from 20 major domestic and foreign management-related journals in the past five years. Utilizing the coded data, we answered the question of how to design the vignettes of EVM from the three stages of pre-design, design and post-design. Among them, the pre-design phase focused on when to use the EVM; the design stage focused on how to draft the vignettes, which was divided into five sub-stages: determining the number of vignettes, drafting the vignettes, choosing the media, standardizing vignettes and enhancing vignettes realism. The post-design stage focused on evaluating whether the vignettes were clear, realistic, complete and effective. If the vignettes didn’t pass the test or there was a need for another scenario experiment, the researcher should return to the design stage to continuously modify or rewrite the vignettes until they met the standards. Future research could use incident technique, information technology to design the vignettes. Furthermore, vignettes with iterative decision are encouraged to be created. It is also important to note that the design process of vignettes should follow theoretical guidance. In doing so, it will help enhance the applicability, richness and authenticity of vignettes.
Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-11-16
Abstract： Employee time theft is predominantly viewed as a negative workplace deviant behavior that can be costly to organizations, and thus has become an important topic in the field of organizational behavior in recent years. Despite its importance, scholars have not yet systematically explored the reasons why employees engage in time theft, and research on its impact is even more scarce. As such, scholars lack the ability to speak directly to managers about this important phenomenon. In this context, the first goal of this study is to develop a theoretical model of time theft motives, explore the specific motives using qualitative methods, and develop an instrument to measure them. Building upon the specific time theft motives, this study then aims to examine the impact of employee time theft both from the actor’s and the observer’s perspectives. Lastly, this study investigates how to decrease destructive time theft motives and its associated negative outcomes. In sum, the goals of this study are to understand the phenomenon of time theft from employee perspectives, promote in-depth future research on time theft and workplace deviance, and inspire practitioners with respect to how to effectively manage employee time theft.
Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-11-08
Abstract： With the spread of higher education and the global economic downturn, the overqualification phenomenon is increasingly becoming common and popular. Prior research has mainly focused on the negative effects of perceived overqualification. However, some scholars are currently urging a deeper exploration of the positive implications of perceived overqualification. Although most studies have focused on employee perceived overqualification and its impact on work attitudes, behaviours and personal well-being, information is limited on the phenomenon of leader perceived overqualification and its effects. For organisations, understanding the effects of leader perceived overqualification on teams is crucial for effective talent management. Therefore, our study draws on self-regulation theory and the process-based theory of team creative synthesis to propose and test a mediated moderation model that explores when and why leader perceived overqualification influences team creativity.
To test the proposed hypotheses, we conducted a multi-wave and multi-source field study. We collected data from five hospitals in North China, and the final sample consists of 106 head nurses and their 847 nurses. At time 1, head nurses were asked to report their demographics and perceived overqualification. At time 2 (two months later), head nurses were asked to report their perceptions of team capability and psychological entitlement. Additionally, nurses were asked to evaluate leader encouragement of creativity and abusive supervision. At time 3 (two months later), nurses rated their team creative process engagement. Lastly, head nurses were asked to assess team creativity.
Results provided support for our theoretical model and revealed the following findings. (1) The interaction between leader perceived overqualification and leader perceived capability significantly predicted leader encouragement of creativity, such that the positive relationship between leader perceived overqualification and leader encouragement of creativity was stronger when team capability was higher rather than lower. (2) Team creative process engagement mediated the relationship between leader encouragement of creativity and team creativity. (3) Leader encouragement of creativity and team creative process engagement mediated the interactive effect of leader perceived overqualification and team capability on team creativity, such that the indirect effect was stronger when team capability is higher.
The preceding results provide several important theoretical contributions. Firstly, this research enriches the outcomes of perceived overqualification by investigating the positive impact of leader perceived overqualification on team creativity. Secondly, this research identifies leader perceived team capability as an important boundary condition for the positive effects of leader perceived overqualification. Thirdly, by exploring the chain mediating roles of leader encouragement of creativity and team creative process engagement, this study opens the ‘black box’ of the effect of leader perceived overqualification on team creativity and expands the understanding of the positive implications of perceived overqualification. Lastly, by examining the relationship between leader perceived overqualification and team creativity, this study enriches the antecedents of team creativity from the leader characteristic perspective.
Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-10-26
Abstract： Why do leaders in practice do not respond to the ethical components of business situations? How do subordinates react to this kind of leadership style? Drawing on the individual-situation interactionist perspective, and based on the situational strength theory, this study explores the antecedents and generation mechanism of amoral management. In addition, based on the social information processing theory and instrumental-ethical cognition framework, this study explores the double-edged effects of amoral management on individual and team’s work performance, as well as identifies the situational conditions of amoral management from the perspectives of high-performance expectation and perceived leader bottom-line mentality. This study provides theoretical contributions and practical implications regarding amoral management as an important yet understudied ethics-based leadership style.
Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-03-19
Abstract：
Team virtuality refers to the extent to which team members disperse in different working locations and collaborate through use of virtual communication tools. Numbers of organizations have reacted to the development of digital economy and the impact of COVID-19 pandemic by enhancing team virtuality. However, whether team virtuality is beneficial or harmful to team performance is still unclear in the extant literature, confusing practitioners on whether they should enhance team virtuality, and if yes, then on how to leverage team virtuality to improve team performance. Relying on team development perspective, this project aims to address these important questions: Whether and why team virtuality lead to both positive and negative effects of team performance and how can team leaders intervene such effects? Towards this end, three studies would be conducted: ①The differential effects of team virtuality on team performance varying as team development stage; ②The positive and negative mechanisms linking team virtuality to team performance and the dominant mechanism in different team development stage; ③The effective interventions team leader can take to enhance the positive effects while buffer the negative effects of team virtuality on team performance in different team development stage. The novelty of this project: Provide a novel and integrative theoretical framework for interpreting the double-edged sword effects of team virtuality on team performance; Provide a new perspective for team leaders to intervening the effects of team virtuality on team performance based on different team development stage.
Peer Review Status:
Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources Subjects: Psychology >> Management Psychology submitted time 2022-12-06
Abstract：
Voice-taking is originated from the ancient time and it’s crucial for the growth and success of an organization. This paper dealt with a detailed review on the concept, antecedents and outcomes of voice-taking. It found that existing studies paid less attention to the connotation of voice-taking and focused on discussing the antecedents of voice-taking, which were not conducive to in-depth understanding of the connotation and effects of voice-taking. Voice-taking is a deliberate cognitive process. Meanwhile, as a conscious behavior, it’s also a goal-directed behavior driven by motivation. From the perspective of motivation of voice-taking, this paper systematically explores the connotation of voice-taking and its effect mechanisms based on the regulatory focus theory. Specifically, according to motivation perspective and regulatory focus theory, voice-taking may include two sub-dimensions: promotive voice-taking and preventive voice-taking. Subsequently, the different effect mechanisms of promotive voice-taking and preventive voice-taking on voice behaviors and team innovation will be discussed from both individual and team levels, which will provide a new perspective for voice-taking research.
Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2022-06-08
Abstract：
The complexity of the market economy has brought about many challenges to organizational survival and development. As organizations often demand high performance from employees, experiencing workplace performance pressure has become a prevalent phenomenon. Existing research has mostly focused on the negative effects of performance pressure and is limited in knowledge about performance pressure’s positive influences and theoretical lens. A systematic and comprehensive understanding of the double-edged-sword effect of performance pressure is conducive to organizations taking advantage of performance pressure’s positive impacts and ameliorating its negative influences. By systematically reviewing and summarizing relevant literature, this paper categorizes the effects of performance pressure into positive, negative, and curvilinear effects and suggests theories, such as cognitive appraisal theory of stress and conservation of resources theory, to explicate the underlying mechanisms. Last, based on the above analysis, future research should enhance knowledge about performance pressure’s double-edged-sword effect in organizational contexts and consider its boundary conditions to more comprehensively understand its influences in organizational contexts.
Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2022-02-15
Abstract：
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Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2022-01-18
Abstract：
In a complex and changing market environment, and in the context of China's implementation of an innovation-driven strategy, companies will need to rely on team innovation to establish a unique competitive advantage for its long-term development. The procedural black box in the relationship between team reflection and team innovation has been identified after review of existing research. It has been suggested that reflecting the past can lead to new ideas and changes in the literature, but there is little empirical research conducted on how this is achieved. Based on the traditional idea of after-action reflection, this study proposes the differences in conceptual connotation and empirical measurement of in-action team reflection，examines the differential role of team reflection in different stages of innovation, dynamically analyzes the behavioral outcomes of creative formation and implementation, and proposes the coupling of the two mechanisms, namely information processing at the cognitive level and team emotion at the emotional level, by integrating the motivated information processing theory and the social functions of emotion, to construct an overall model of team reflection on innovation. This study also thoroughly explores the process mechanism, and includes a comprehensive analysis of the moderating role of contextual factors at each stage of the relationship.Specifically, based on the results of theoretical research and empirical test, we intends to contribute to the theoretical research on learning and innovation, and put forward practical suggestions for the enterprises, teams and individuals.
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Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2021-12-06
Abstract： " In the current age, employees are expected to work proactively in workplaces where the organizational structure is flatter and knowledge updating becomes faster than ever. There is a growing consensus on the importance of proactive behaviors from both scholars and practitioners. Proactive behavior, defined as “an anticipatory action that employees take to impact themselves and/or their environments” is thought to be self-initiated, future-oriented and change-oriented. Evidence showed that employees’ proactive behavior is beneficial for both individual performance and organizational competitiveness. Existing research regarding the impacts of proactive behavior mainly focuses on effectiveness of employees’ own proactive behaviors, such as promoting their job satisfaction or organizational commitment. However, no one is an isolated island. In a team or an organizational environment, employees’ attitudes and behaviors will inevitably be affected by their coworkers. Accordingly, this study focused on coworker proactive behavior and discussed its effectiveness in stimulating employees’ job performance. Drawing upon social learning theory, we hypothesized employee autonomous motivation will mediate the relationship between coworker proactive behavior and employee job performance. We further assumed that whether an employee possesses highly proactive personality determines the odds that employees might be motivated by their proactive coworkers. These hypotheses were tested with a field sample of supervisor-employee dyads and an experimental study. For the field study, we conducted a three-wave research design and achieved 209 valid samples from employees and their supervisors in two high-tech enterprises based in Beijing and Hebei provinces. At Time 1, employees assessed their proactive personality and their coworkers’ proactive behavior, and provided their demographic information. At Time 2 (one month after Time 1), employees were asked to report their autonomous motivation. At Time 3 (two months after Time 1), supervisors provided performance evaluation of employees who engaged in the survey. For the experimental study, we recruited 86 full-time workers from a high-tech company located in Hebei province via its internal communication channel. These respondents were separated into two groups randomly, namely coworkers with high proactive behaviors (N = 74) and coworkers with low proactive behaviors (N = 76). First, respondents were asked to finish a measure of their proactive personality and report their demographics. Then, they were given a scenario, one of which depicted a situation where coworkers were proactive (or not proactive). Finally, after reading the scenario, respondents finished a manipulation check of coworker proactive behavior and reported the degree of their autonomous motivation. We applied confirmatory factor analysis, regression analysis and mixed model via SPSS 23 and Mplus 7.4 to analyze the data. Empirical results supported our hypotheses and indicated the following: (1) Coworker proactive behavior had a significant positive effect on employee autonomous motivation; (2) Employee autonomous motivation played a mediating role in the relationship between coworker proactive behavior and employee job performance; (3) Employee proactive personality played a moderating role in the relationship between coworker proactive behavior and employee autonomous motivation, such that coworker proactive behavior was positively related employee autonomous motivation when employees’ proactive personality was high, while such relationship became negative when employees’ proactive personality was low. This study makes several theoretical and managerial implications. First, by investigating the effectiveness of coworker proactive behavior, this study offers a new insight in proactive behavior research by incorporating the influence of coworker into consideration. Second, by examining the mediating role of employee autonomous motivation, this study enhances our understanding of how coworker proactive behavior translates into employee job performance. Third, by exploring the contingent role of employee proactive personality, this study shows the boundary condition under which employees are more likely to be motivated by their proactive coworkers.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology Subjects: Management Science >> Development and Management of Human Resources submitted time 2021-11-10
Abstract： Job crafting is a situational proactive behavior. Based on existing research findings on job crafting, four research perspectives on the intricate relationships between job crafting and social contexts are systematically summarized (i.e., social contexts as targets of job crafting, social contexts being involved in job crafting, social contexts as antecedents of individual job crafting, social context as moderators of job crafting). In addition, mechanisms underlying effects of social contexts on job crafting, interactions of social contexts and individual characteristics on job crafting, as well as the effectiveness of job crafting in specific contexts are proposed and discussed. Incorporating research on other related constructs and variables, prospects for future research on job crafting embedded in social contexts are proposed, which include examining the influence of job crafting on coworkers, exploring the multiple paths through which team job crafting drives individual job crafting, discovering the internal mechanism underlying the influence of social contexts on job crafting, investigating interactions of social contexts and individual characteristics on job crafting, and testing the effectiveness of job crafting under the Chinese social context. "
Subjects: Management Science >> Development and Management of Human Resources submitted time 2021-01-30
Abstract： " This paper investigates the relationship between the service sector and GDP in Denmark by adopting unit root test, Johansen cointegration test and Granger causality test with yearly data. The characteristics of service sector against agriculture sector, industry sector are also discussed. Under the monthly scale, the behaviours of the number of rented hotel room, power production and IPI are studied. The deindustralization caused by the development of tourism and the financial crisis of 2008 is discussed. The existence of periodic sponge effect between tourism and the manufacturing is found. By presenting several convinced explanations, this phenomenon will help to understand the dynamic mechanism of the economic developments. In the context of flexicurity labour market with flexible employment policies in Denmark, the unemployment issue against the tourism, power production and IPI is explored. Lastly, an approach to calculate periodic sponge effect index with some examples of Denmark’s data is proposed.
Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2019-01-16
Abstract： Bootleg innovation is an effective way to break the innovation bottleneck, and get rid of “The Innovator’s Dilemma”. It is an important channel for innovation in the new era. However, because bootleg innovation encompasses creative and deviant components, it has been labeled as both "loyal" and "rebel". Starting from the issue about whether bootleg innovation is loyal behavior or rebel behavior, we conducted a systematic research by developing a scale for bootleg innovation, exploring its formation mechanism and its effectiveness. This study consists of three sub-studies. The first sub-study refines dimensions and develops a scale for bootleg innovation in the context of Chinese organization based on the perspective of creative process. The second sub-study discusses the formation mechanism of bootleg innovation based on multi-levels. The third sub-study builds and testifies the influence mechanism of bootleg innovation on organizational effectiveness from the perspective of success and failure of bootleg innovation based on the event system theory. The three sub-studies connect with each other and progress gradually. Theoretical contributions of this study not only lie in deepening the understanding of the bootleg innovation and promoting the development of bootlegging theory, but also extending application of deviance theory, innovation theory, positive organizational behavior theory and event system theory. " "
Peer Review Status:Awaiting Review
Subjects: Management Science >> Development and Management of Human Resources submitted time 2018-01-11 Cooperative journals: 《智库理论与实践》
Abstract：[目的/意义]创新驱动发展战略不是自动实现的，它对社会各阶层人民的多元创新劳动有着必然的内在需求。社会各阶层的劳动者都有能力从事创新劳动，他们的创新劳动都可以对我国实施创新驱动发展战略产生重要影响，各行各业都有创新者，行行出状元。[方法/过程]我国实施创新驱动发展战略，最根本的就是要扩展创新驱动平台，发挥各个阶层人民的积极性和创造性，用多元创新劳动驱动社会财富的各种源泉充分涌流。在经济组织的生产经营活动中，由于各种客观规律的性质、作用特点和条件不同，激发创新驱动活力的方法也有很多不同，只有根据不同时期、不同情况有机结合，灵活运用这些方法，才能更好地激发劳动者的创新活力。[结果/结论]我国在实施创新驱动发展战略的过程中，亟需完善高校、科研院所创新驱动成果转化的体制机制，加大创新驱动成果转化力度，使科技创新驱动、产业创新驱动切实成为推进经济社会发展的重要动力。
Subjects: Management Science >> Development and Management of Human Resources submitted time 2018-01-11 Cooperative journals: 《智库理论与实践》
Abstract：[目的/意义]创新驱动发展战略不是自动实现的，它对社会各阶层人民的多元创新劳动有着必然的内在需求。社会各阶层的劳动者都有能力从事创新劳动，他们的创新劳动都可以对我国实施创新驱动发展战略产生重要影响，各行各业都有创新者，行行出状元。[方法/过程]我国实施创新驱动发展战略，最根本的就是要扩展创新驱动平台，发挥各个阶层人民的积极性和创造性，用多元创新劳动驱动社会财富的各种源泉充分涌流。在经济组织的生产经营活动中，由于各种客观规律的性质、作用特点和条件不同，激发创新驱动活力的方法也有很多不同，只有根据不同时期、不同情况有机结合，灵活运用这些方法，才能更好地激发劳动者的创新活力。[结果/结论]我国在实施创新驱动发展战略的过程中，亟需完善高校、科研院所创新驱动成果转化的体制机制，加大创新驱动成果转化力度，使科技创新驱动、产业创新驱动切实成为推进经济社会发展的重要动力。
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