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作 者:康勇军 王霄[2] 彭坚 Kang Yongjun;Wang Xiao;Peng Jian(School of Entrepreneurship Education,Guangdong University of Finance and Economics;School of Management,Jinan University;School of Management,Guangzhou University)
机构地区:[1]广东财经大学创业教育学院 [2]暨南大学管理学院 [3]广州大学工商管理学院
出 处:《南开管理评论》2018年第4期148-157,共10页Nankai Business Review
基 金:国家自然科学基金重点项目(71333007);广东省哲学社会科学"十三五"规划2017年度学科共建项目(GD17XGL18)资助
摘 要:作为一种牺牲个人利益以保护组织长期利益的行为表现,管家行为被大量研究证实能够提升组织绩效和创造力。有鉴于此,探索提升管家行为的有效途径正逐渐成为理论界与实践界所关注的焦点。本研究建构了一个组织结构影响管家行为的双路径模型,该模型包括以观点采择为代表的信息加工路径和以情感承诺为代表的社会交换路径。采用多层线性模型,对108家企业566名员工的不同来源、两阶段数据进行分析,结果支持了理论假设。有机组织结构能够增强员工的观点采择和情感承诺,进而激发管家行为;相反,机械组织结构却削弱了员工的观点采择与情感承诺,抑制了管家行为的产生。本文推进了管家行为的前因研究,并揭示了组织结构与管家行为之间的黑箱,对于组织治理的理论研究与管理实践具有启发意义。Stewardship behavior refers to the extent to which an individual willingly subjugates his or her personal interests to act in protection of organization's long-term welfare. Numerous studies have confirmed that stewardship behavior can enhance organizational performance and creativity. Therefore, stewardship behavior of employees has important value for the survival and sustainable development of the organization. In view of this, exploring the effective ways to enhance employees' stewardship behavior is becoming the focus of theorists and practitioners. Based on the framework of cognitive-affective processing system(CAPS), this study developed a two pathway model that organizational structure influenced stewardship behavior. The model includes: perspective taking as the representative of the path of information processing and affective commitment as the representative of the path of social exchange. And we further empirically examined the proposed model.We collected data from 566 employees in 108 Chinese small and medium enterprises. In order to reduce the impact of common method bias, data were collected at two time points with three months in between to warrant sufficient time lag to separate the measurement of predictors from mediators and outcome variable. At time 1, employees completed measures of organizational structure, and employees also provided demographic information. At time 2, employees completed measures of perspective taking and affective commitment, and then supervisors completed measure of stewardship behavior of each of their subordinates(i.e., employees), and supervisors also provided demographic information. For data analyses, we used HLM(hierarchical linear model). The results from using cross-level path analysis after controlling for the other processes known to be determinants of stewardship behavior found that:(1) organic organizational structure positively influenced employees' stewardship behavior, and mechanical organizational structure negatively influenced
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