Suchergebnisse

Using social exchange theory as a basis, I examined the effect of mean leader–member exchange (MLMX) on team voice, and how this relationship is mediated by team task reflexivity and moderated by perspective taking. Participants were 301 full-time employees in 46 teams, who took
part in a field study. Results showed that MLMX had a positive influence on team voice, team task reflexivity played a mediating role in the relationship between MLMX and team voice, and perspective taking moderated the relationship between MLMX and team task reflexivity. The theoretical and
practical implications of these findings are discussed.

We examined the contingent value of individuals' critical thinking on their creativity at work by focusing on the generation of, process of, and solutions found, in developing novel and useful ideas. To extend previous research emphasizing individual characteristics, such as personality
traits, we focused on the value of individuals' critical thinking and its impact on creativity. In the pretest, 442 employees completed a critical thinking questionnaire and then, in a field study, 211 dyads of managers and their subordinates completed the validated questionnaire. Results
revealed a positive relationship between critical thinking and employee creativity, and creative process engagement completely mediated this relationship. Further, leader–member exchange was found to weaken the relationship between critical thinking and creative process engagement. Implications
of the study for practice are discussed.

With China join into the WTO for over 10 years, increasing number of foreign investors, including foreign invested construction companies, show their interests in the Chinese market. Due to the cultural differences between foreign and local companies, the foreign investors will face many challenges when entering into Chinese market. These challenges may lead to difficulties not only in establishing relationships with government, customers, and suppliers but also in managing local employees. Employees' job satisfaction is proven to be an important predictor to organizational performance. With more and more Chinese people working in foreign invested construction companies, it is not clear whether they feel live up to their expectations. Limited literature is found about people's job satisfaction in foreign invested construction companies. There is a research gap as the factors affecting Chinese employees' job satisfaction in foreign invested construction companies are not examined. Based on literature review and exploration, 9 hypotheses are proposed for this research. The first hypothesis is to evaluate people's overall job satisfaction in foreign invested construction companies. The remaining 8 hypotheses are used to investigate the specific factors affecting job satisfaction. A quantitative approach is adopted and a questionnaire survey is conducted for data collection. Data in both local and foreign invested construction companies are collected for comparison purpose. Afterwards, three experienced managers are interviewed to seek their opinions on the findings. Multiple regression analysis is applied for hypotheses testing. The data analysis results confirm the first hypothesis that employees working in foreign invested construction companies have a lower job satisfaction compared to employees working in local construction companies. The results also show that performance appraisal system, monthly income, feel of responsibility and career prospect are significant factors affecting people's job satisfaction in foreign invested construction companies. This study portrays a whole picture of employees' job satisfaction in foreign invested construction companies and several significant predictors are identified. According to the findings, suggestions and implications are provided to managers in foreign construction companies to enhance their employee's job satisfaction. ; published_or_final_version ; Real Estate and Construction ; Master ; Master of Philosophy

With the growing popularity of opinion-rich resources on the Web, new opportunities and challenges arise and aid people in actively using such information to understand the opinions of others. Opinion mining process currently focuses on extracting the sentiments of the users on products, social, political and economical issues. In many instances, users not only express their sentiments but also contribute their ideas, requests and suggestions through comments. Such comments are useful for domain experts and are referred to as actionable content. Extracting actionable knowledge from online social media has attracted a growing interest from both academia and the industry. We define a new problem in this line which is extracting entity-actionable knowledge from the users' comments. The problem aims at extracting and normalizing the entity-action pairs. We propose a principled approach to solve this problem and detect exactly matched entities with 75.1% F-score and exactly matched actions with 76.43% F-score. We could achieve an average precision of 81.15% for entity-action normalization.

This study modeled and tested the dynamic relationship between standardization in creative strategy and execution in two culturally distinct countries. It also examined the influence of culture on standardization of creative strategy and execution. Results show that culture impacts execution more than creative strategy. The study suggests that it makes sense for international advertisers to develop a single creative strategy to use globally so long as execution accounts for culture. The more culturally different the target market is from the home country, the more localized the execution should be.

PurposeAlthough employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.Design/methodology/approachWe performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.FindingsWe found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.Originality/valueOur study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.