1,394 research outputs found

    The Impact Mechanism of Charismatic Leadership on Individual\u27s Tacit Knowledge Sharing

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    Drawing upon charismatic leadership and intrinsic motivation theory, we developed a theoretical model to examine the impact mechanism of charismatic leadership on employees’ tacit knowledge sharing intention in a temporary Enterprise Systems learning team. We conducted a survey-based field study to examine the theoretical model and hypotheses. A total of 153 questionnaires were distributed to ERP users of more than 20 subsidiaries of Beidahuang Group in China and 117 valid questionnaires were returned. Results from structural equation modelling analysis suggest that leader charisma has strong influence on psychological safety climate, which in turn has positive impact on individual’s intrinsic motivation and their tacit knowledge sharing intention. Our results unpack the impact mechanism of leader charisma on individual’s knowledge sharing behaviors, and provide guidelines for the team leader to exhibit appropriate leadership traits in order to promote a psychological safety climate and facilitate an effective knowledge sharing of Enterprise Systems

    Transformational Leadership and Digital Creativity: The Mediating Roles of Creative Self-Efficacy and Ambidextrous Learning

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    Drawing insights from social cognitive theory and organizational learning theory, this study aims to uncover themediating mechanisms between direct manager’s transformational leadership behaviors and employees’ digital creativity in the context of digital technology. We conducted a field survey in China and collected data from 234 employees who utilized digital technologies to support daily work. Structural equation modelling analysis results showed that employees’ creative self-efficacy and two learning activities (exploitation vs. exploration) effectively transmitted the influence of transformational leadership ondigital creativity. Our study not only contributes to the understanding on effective use of digital technologies, but also provides practical insights for managers in the big data era

    Impact of Interactivity on Guanxi Network Building in the Wechat Moments: A Social Capital Perspective

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    Mobile social platform such as Wechat Moments has gained great popularity in China in the past few years. However, there are still a lack of studies that focus on Guanxi network building in the virtual social community. Drawing upon interactivity and social capital theory, this study develops a research model to examine the influence of perceived interactivity on users\u27 social capital and Guanxi network in the Wechat Moments. An empirical survey was conducted in China and 287 valid data were collected from Wechat users. Structural equation modelling analysis was used to test the research model. The empirical results suggest that interactivity has a strong influence on social interaction and shared understanding, which in turn promote users\u27 Guanxi network in the Wechat Moments. A post-hoc analysis further suggests that the influence of interactivity on Guanxi network is contingent upon network size. Theoretical and practical implications are illustrated in the final section

    Grounded theory of marketing strategy based on partnership and underpinned by culture: Japanese and Korean electronics companies in the UK

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    Abstract An extensive literature review was undertaken that brought out the salient points relating to strategic marketing; marketing strategy; customer service; relationship marketing; retailing strategy; the link between organizational culture and national culture; leadership; long-term partnership arrangements;and the similarities and differences between Japanese and Korean culture. The research strategy incorporated exploratory research and in particular the in-depth personal interview method; the small group interview method; the critical friendship group method; and the postal survey method. This allowed the researcher to understand the mindset of Japanese and Korean people; provided a basis for the researcher to better understand and address culturally sensitive issues that would arise during the main data collection process; make a link between national cultural values and organizational values. The grounded theory approach was used to analyse and interpret the data collected from the in-depth personal interview method involving five staff in two companies: a Japanese electronics company based on the UK and a Korean electronics company based on the UK. The research established that national cultural value systems do have an influence on management style and organizational behaviour. Both Japan and Korea embraced Buddhism and Confucianism in a different way (emphasis, purpose and sequence). This is why the national cultural characteristics and values of the people from these two cultures are different. The strategic marketing approach is valid and is deployed by both Japanese and Korean electronics companies based in the UK, however, the approach of the Japanese managers to strategic marketing is more advanced than the strategic marketing approach deployed by Korean managers. Both Japanese and Korean electronics companies based in the UK have a clearly defined marketing strategy that is focused on customer service that is underpinned by a clear commitment to partnership arrangements. Partnership arrangements are based on trust and are considered to be long-term in orientation. Although Japanese and Korean electronics companies based in the UK have a customer service policy that is incorporated within a strategic marketing framework, customer service policy is deployed differently. In order for Japanese and Korean electronics companies based in the UK to achieve financial success (defined as financial gain in the long-term), marketing is perceived as an integrated process that is strategic in nature. Japanese and Korean managers feel comfortable working in terms of a strategic marketing framework and are sensitive to the feelings of local people. Hence a hybrid organizational culture exists. However, the organizational culture that exists in Japanese electronics companies based in the UK is different from that that exists in Korean electronics companies based in the UK. This is due to a distinct organizational learning policy. Although organizational learning is viewed as important with respect to improving an organization's performance, how it is practised in Japanese electronics companies based in the UK is different from that adopted and deployed by Korean electronics companies based in the UK. This can be attributed to such factors as the style of management; the degree of management control; and the way in which relationships are built and managed. As regards the development of partnership arrangements, although managers in Japanese and Korean electronics companies based in the UK consider that business relationships are to have a long-term orientation, it should be noted that in the case of Japanese electronics companies based in the UK, there are clear power based relationships in being that influence how individuals interact and make and implement decisions. In the case of Korean electronics companies based in the UK, the concept of mutuality is dominant and this influences how individuals interact, make and implement decisions

    Emiratisation : an assessment of intercultural realities

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    This research undertook to examine those obstacles which prevented organisations in Abu Dhabi from complying with the aims of the UAE government's Emiratisation initiative: that of strategic employment for UAE nationals and transfer of knowledge from the incumbent senior management, primarily of Western origin. Research into the psycho-social barriers to knowledge creation and transfer used a multiple method and multi-disciplinary approach to examine the varying levels of need for cognition, requirements of `high care' and frames of reference of male UAE nationals and male Western expatriates. The findings are summarised in a model which is reflective of the cultural values and social perceptions, and which aims to enable cross-cultural knowledge exchange in Abu Dhabi. The application of the model is designed to facilitate those common elements of `high care' expectation in organisations alongside those management initiatives which promote knowledge exchange, thus enabling organisational compliance with the government labour regulations and ultimately the strategic goals of the Emiratisation initiative

    Rural school superintendents' spiritual journeys.

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    This study used the heuristic methodology to analyze the implications, characteristics, resemblances, and essences of the question, "How do rural school superintendents' perceptions of spirituality influence their leadership activities?" The heuristic methodology began with the researcher's subjective process of exploration, reflection, and sifting through information in order to formulate a research question. This study concludes an eight-year review of relevant literature that included an exploration of books, thesis, and dissertations. Thorough inspections of retail bookstores with subsequent investigations of the reference and bibliography sections provided additional information. New knowledge and self-awareness are realized within the context of the literature.Finally, a creative synthesis brought together the superintendents' perceptions of spirituality's influence on their leadership activities as an integrated whole while embracing the unique style of the primary researcher who was engaged in every phase of heuristic research and with each co-researcher. A comparison of the data to the literature review revealed similarities that emerged from the study: (1) making a difference; (2) unique life experiences; (3) the spiritual journey; (4) spiritual values and perceptions; (5) trust relationships; (6) prayer life; (7) spirituality in the workplace and finally; (8) proselytizing risks. Limitations, social significance, implications, recommendations for future research and practice, and a reflective summary were presented.The presentation of data commenced with three vignettes that described rural school superintendents' perceptions of how their spirituality influences their leadership activities. The vignettes were written in first person, each one included verbatim quotations that were drawn from the interview transcripts of the co-researchers. To maintain the confidentiality of the study, pseudonyms were given to both participants and to any data that could reveal the identity of the co-researchers.Concepts utilized in heuristic research, including the focus of inquiry, self-dialogue, tacit knowing, intuition, indwelling, focusing, and internal frames of reference were elucidated in detail. Co-researchers were selected using purposive selection to seek out participants who were willing to discuss their perceptions of spirituality and its influence on their leadership activities

    Where leaders learn: constructions of leadership and leadership development at Rhodes University

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    This thesis explores the Where Leaders Learn slogan of Rhodes University. It does this by means of an analysis of discourses constructing leadership and leadership development within the institutional context. The discourse analysis was made possible as a result of interviews with a range of people involved in leadership and leadership development at the University. The analysis revealed that leadership development is constructed as taking place within a highly structured system that enables instructional and managerial leadership but constrains transformational leadership. The discourses that give meaning and understanding to the construct of leadership draw heavily on position within a hierarchy. The discourse of functional efficiency is enabled through practices related to reward, recognition, succession planning and mentorship which all serve to replicate the existing leadership structures creating more of the same and in essence stifling the potential for emancipatory leadership. The analysis also shows that a discourse of collegiality serves to create a false sense of a common understanding of leadership in the light of evidence of uncertainty and contestation around the meaning of the slogan Where Leaders Learn and, by association, the very construct of leadership. The discursive process of understanding leadership and developing an institutional theory for the purposes of infusing this into a curriculum poses many challenges. Barriers to new ways of thinking reside within the researchers' ontological and epistemological commitments. This amplifies the need for a more reflective ontology towards leadership and its consequences, especially so in a multidisciplinary environment such as Rhodes University

    Connecting Eastern and Western Perspectives on Management: Translation of Practices across Organizations, Institutions, and Geographies

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    The exchange of academic knowledge increasingly flows in both directions, from West to East and East to West. The result is a rich and ever increasing development of theory and understanding of practice, which is expected only to gain further momentum in the future. This paper seeks to help establish a foundation for further development of this fertile exchange of ideas between East and West. We reflect on the research focus of the main theories in management studies in East and West. We discuss the topics of East and West in selected areas of management studies, including competitive strategy, strategic leadership, and the human resource management to offer avenues for future research. Translating practices between the two contexts creates institutional, leadership, strategy and organizational challenges while providing new promising research avenues and opportunities to integrate East and West perspectives. We also offer a more critical view on the relationship between West and East, focusing specifically on the role of power and power relations in making sense of how management and organization studies treat issues of cultural, institutional and philosophical divergence
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