变革型领导、知识共享与研发团队创造力:团队成员异质性的倒U型调节作用

本文基于变革型领导理论、知识共享理论、团队创造力理论及团队异质性理论,研究变革型领导对高新技术企业研发团队创造力的影响,及知识共享在这一作用过程中的中介效应,并提出带倒U型调节的混合模型,探索团队成员异质性的倒U型调节效应。通过对162家高新技术企业的实证研究,得出以下主要结论:变革型领导对研发团队创造力有显著正向影响;知识共享在变革型领导与研发团队创造力之间起部分中介作用;团队成员异质性在变革型领导与知识共享之间起倒U型调节作用,在知识共享与研发团队创造力之间起倒U型调节作用。     

组织气氛对团队有效性影响机制的实证分析

本研究以10家高科技组织中的48个工作团队作为研究对象,通过文献研究、问卷调查,利用SPSS11.0软件进行多元回归统计分析,研究了组织气氛中的创新、公平、支持、人际关系和员工身份认同等五个维度对团队有效性的影响作用,研究结果表明不同的组织气氛维度对团队的绩效、团队工作成员的满意度以及团队承诺具有不同的影响,同时,团队组织气氛通过团队群体效能感这个中介变量对团队的有效性产生影响作用。     

心理契约对目标绩效的影响研究:以工作满意为中介变量

构建了施工项目团队成员心理契约对目标绩效影响的结构模型,用交易型、关系型、管理型心理契约来衡量施工项目团队成员心理契约,用任务绩效、关系绩效来衡量目标绩效,把工作满意作为中介变量,运用结构方程模型的方法,分析结果表明:施工项目团队成员心理契约由交易型、关系型和管理型心理契约构成;工作满意对施工项目团队成员心理契约(交易型、关系型、管理型)满足程度与施工项目关系绩效的关系具有完全中介作用等结论。     

头雁效应——团队领导创新性工作表现对团队创新绩效影响的实证研究

团队领导创新性工作表现是一个团队对创新活动的认知,它将影响团队的创新氛围和创新绩效.基于社会认知理论,以高新技术企业的RD团队为研究对象,构建了领导创新性工作表现、团队创新氛围和团队创新绩效关系的理论模型,并应用问卷数据对理论模型进行了实证分析.结果显示:团队领导创新性工作表现有助于形成良好的创新氛围;团队创新氛围能够有效提升RD团队创新绩效;团队创新氛围在领导创新性工作表现和团队创新绩效之间起到部分中介作用.     

具有工作互补效应的团队工作管理激励与约束机制设计

本基于团队成员之间存在工作互补效应的条件,对团队工作管理激励与约束机制进行了设计,得出了在团队成员之间存在工作互补效用的条件下,努力工作成为每个团队成员最优选择的结论,同时,就各种相关因素对最优激励系数β^*设计的影响进行了分析。     

成员间互动对团队绩效影响研究:基于和谐管理理论的视角

团队已成为组织中重要的工作方式之一，已有的研究表明团队成员间的互动对团队绩效具有显著影响。但由于成员间交互的动态性、非线性以及成员行为的差异等特点，使得成员互动与团队绩效之间关系的考察成为一大难题。本文基于和谐管理理论的基本思想，将成员交互模式与成员策略变化规则按照和、谐划分为四种交互类型，并利用拓展的复杂系统模型—NK模型，考察四种互动类型对团队绩效的影响。研究结论将为和谐管理理论提供仿真验证并为实践中的团队管理与绩效考评提供参考。     

绿色创业导向背景下新企业变革型领导转化为绩效的营销创新:理论模型与中国实证研究

变革型领导对组织绩效的影响一直是国内外学术界关注的焦点,本研究在相关研究的基础上,将营销创新作为中介变量,将绿色创业导向作为调节变量,并将营销创新划分为渐进式营销创新和突破式营销创新,构建了新企业变革型领导影响新企业绩效的理论模型,并对中国247个样本企业进行了实证研究。研究发现,绿色创业导向在新企业变革型领导与突破式营销创新间发挥着调节作用,变革型领导对新企业绩效有正向积极影响,突破式营销创新在其间发挥了完全中介作用,而渐进式营销创新却没有能发挥中介作用。该结论进一步丰富了变革型领导理论和绿色创业导向理论。     

被边缘化对员工沉默行为的影响:组织认同和心理安全感的中介作用

为探讨被边缘化对员工沉默行为的影响以及组织认同和心理安全感在以上影响过程中所起的中介作用.采用问卷调查的方法,选取天津市13家企事业单位的330名员工为研究对象,使用结构方程模型分析被边缘化、组织认同、心理安全感与沉默行为的关系.研究结果表明:被边缘化对员工的默许性沉默、防御性沉默以及漠视性沉默均有显著的正向影响;心理安全感在被边缘化与漠视性沉默和防御性沉默之间起部分中介作用,而在被边缘化和默许性沉默关系中的中介作用不显著;组织认同在被边缘化与默许性沉默和漠视性沉默之间起部分中介作用,而在被边缘化和防御性沉默关系中的中介作用不显著.     

考虑指标期望的新产品开发交叉功能团队成员选择方法

针对具有指标期望的新产品开发交叉功能团队成员选择问题,提出了一种决策分析方法。首先,针对团队给出的综合素质指标和专业技能指标的期望值,建立指标期望的满意度函数,得到团队对每位候选人在每项指标下的满意度;然后,以团队对被选中成员在综合素质指标和专业技能指标下的总体满意度最大为目标函数,构建新产品开发交叉功能团队成员选择的优化模型,得到团队的成员组成情况。最后,通过一个实例说明了该方法的有效性和可行性。本文进一步完善了新产品开发交叉功能团队成员选择的方法,具有实际应用价值。     

考虑横向公平偏好的项目团队成员知识共享激励研究

现有知识共享激励研究大都建立在理性经济人假设基础上,而在现实经济活动中,这一假设存在较大局限性。本文将传统个体激励和团队激励相分离的激励模式转化为整合激励模式,运用博弈模型构建了基于横向公平偏好的知识共享激励模型,并对模型进行检验与数据模拟,结果表明:项目团队成员知识共享个体激励和团队激励均衡状态下,个体激励和团队激励对成员的知识共享努力水平具有互补性。知识共享风险成本较低(高)情形下,个体激励与横向公平偏好负相关(呈倒U型关系),团队激励与横向公平偏好正相关(呈U型关系)。     

基于ABMS的主流与新流创新资源动态配置机制研究

现有研究普遍认为领导者需要平衡二元创新中主流创新与新流创新之间的资源配置,但针对具体的资源平衡机制研究较少。本文采用基于主体建模与仿真(ABMS)的方法,将领导风格和资源柔性纳入二元创新资源配置动态模型,并在考虑风险和不确定性的条件下开展模拟仿真,研究发现:企业二元创新绩效与变革型领导风格倾向成正相关,与交易型领导风格倾向成负相关;变革型领导企业的创新绩效随资源柔性提高而增长,交易型领导企业与之相反;领导风格与资源柔性之间存在匹配性:变革型领导与高资源柔性正向促进企业创新绩效,交易型领导与低资源柔性更利于取得高绩效;企业创新绩效与创新风险呈“倒U形”关系。研究成果拓展了企业领导理论和二元创新理论,也为领导者适应风险、转变领导风格、调整资源柔性开展二元创新提供决策依据。     

职业认同、团队认同对员工建言行为影响的实证研究

基于社会认同理论,试图考察职业认同和团队认同对员工建言行为的影响及其交互作用.研究共收集347份有效问卷,数据处理主要运用了相关性分析、内部一致性信度分析、验证性因子分析以及层次回归分析.结果表明,在控制人口统计学变量和持续承诺后,职业认同和团队认同的提高均能有效促进员工做出建言行为;同时职业认同和团队认同对建言行为存在交互作用:在低职业认同水平下,团队认同与建言行为的正相关关系比高职业认同水平下更强.     

How large should a complex system be? An application in organizational teams

This article investigates when a growing team benefits from being divided and how complex interactions among workers and management impact this decision. The proposed model—a modification of Kauffman's NK model—has the property that team performance decreases as the size of the team increases. Analytical results and computer simulations show how team size, the amount of supervision, worker performance, interaction among employees, relationships between management and labor, and leadership skill affect when a team should be split. © 2007 Wiley Periodicals, Inc. Complexity 12: 54–70, 2007     

高层管理团队中差绩效领导者的综合素质差异研究

本文以领导理论为导向,采取实证研究的方法,以企业组织的中层领导者为研究对象,选择企业高层管理团队为情境变量,将中层领导者的素质、中层领导者的绩效以及中层领导者所处的高层管理团队情境类型三者有机地结合起来,利用数理统计软件对已建立的数据库进行方差分析、多重比较检验等统计分析,进行了基于情境的领导素质理论的研究。     

Mathematical Models for Studying the Value of Cooperational Leadership in Team Replacement

Mathematical models are presented for studying the value of leadership in a team whose composition is changing over time. The models are based on a leader's role of achieving cooperation among the interacting members so that they perform their tasks better and hence improve overall team performance. Three different approaches, modified from Kauffman's NK model, are proposed. Each model includes controllable parameters whose values reflect the amount of interaction among the workers as well as the skill and variance of the leader in achieving cooperation. Computer simulations are used to show how the skill level and variance of the leader affect the expected performance of the team. Managerial insights into the value of the leader—such as the fact that finding a more skillful leader can be more important to team performance than controlling the amount of interaction among the team members—are provided.     

双元领导与员工追随行为的匹配机制研究:一个模糊专家系统模型

基于模糊专家系统模型,探讨了三种视角下双元领导组合(交易-变革双元领导、开放-闭合双元领导和松式-紧式双元领导)与员工尊敬学习、忠诚奉献、权威维护、意图领会、有效沟通和积极执行等6种追随行为的匹配机制。并以DR集团为例,研究发现: 当DR集团部门主管展现较多的松式-紧式领导特质,较少地展现交易-变革领导特质和开放-闭合领导特质时,员工更容易产生积极执行追随行为,结论验证了模型的有效性。该研究对不同情境下多重视角双元领导组合的有效性进行了探索,为管理实践中领导力发展提供了参考与启示。     

Mathematical Models for Studying the Value of Motivational Leadership in Teams

Mathematical models are presented for studying the value of leadership in a team where the members interact with each other. The models are based on a leader’s role of motivating each team member to perform closer to his/her maximum ability. These models include controllable parameters whose values reflect the amount of task interdependence among the workers as well as the motivational skill and variability in the skill of the leader. Confirming results—such as the fact that the skill level of the leader is a critical factor in the expected performance of the team—establish credibility in the models. Mathematical analysis and computer simulations are used to provide new managerial insights into the value of the leader—such as the fact that the skill of the leader can be more important than controlling the amount of interdependence among the team members and that having a choice of multiple leaders with no particular motivating skill is beneficial to the performance of small teams but not to large teams.Daniel Solow received a B.S. in Mathematics from Carnegie-Mellon, an M.S. in Operations Research from the University of California at Berkeley, and a Ph. D. in Operations Research from Stanford University. He has been a professor at Case Western Reserve University since 1978. His research interests include complex systems, discrete, linear, and nonlinear optimization. He has also developed systematic methods for teaching mathematical proofs, computer programming, and operations research.Sandy Kristin Piderit is an assistant professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University, and earned her Ph.D. from the University of Michigan. She studies the roles of relationships among coworkers on their performance and satisfaction with their work environments, and has published studies in the Academy of Management Review, the Journal of Management Studies, and Management Science.Apostolos Burnetas received a Diploma in Electrical Engineering from National Technical University in Athens, Greece, and an M.B.A. and Ph.D. in Operations Research from Rutgers University. He has been at the Department of Operations at Case Western Reserve University and is currently an Associate Professor at the Department of Mathematics at the University of Athens. His research interests include stochastic models and optimization, complex systems, and applications in queueing systems, supply chain and the interface of operations with finance.Chartchai Leenawong received a B.S. in Mathematics from Chulalongkorn University in Bangkok, an M.S. in Computer Science from the Asian Institute of Technology in Bangkok, and a Ph.D. in Operations Research from Case Western Reserve University. His research interests include mathematical modeling of complex systems as applied to business organizations. He has been a professor at King Mongkut’s Institute of Technology Ladkrabang, Bangkok, Thailand since 2002.