Subsidiary Technology Upgrading and International Technology Transfer, with Reference to China
In: Asia Pacific business review, Band 13, Heft 3, S. 451-469
ISSN: 1743-792X
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In: Asia Pacific business review, Band 13, Heft 3, S. 451-469
ISSN: 1743-792X
In: Research in International Business; Internationalization of Research and Development and the Emergence, S. 179-203
In: Human relations: towards the integration of the social sciences, Band 42, Heft 1, S. 23-41
ISSN: 1573-9716, 1741-282X
The relationships between extent of use of information technology (IT) and task characteristics were examined in two jobs using the Job Diagnostic Survey. Consistent with past studies, it was found that, among clerks, extent of use is positively correlated with skill variety, feedback from agents, and dealing with others, and that there is no correlation between extent of use and task identity, task signifcance, andfeedbackfrom the job. Also consistent with past studies was the finding that the nature of the IT user's job moderates the relationship between use extent and task characteristics. In the non-clerical job in this study, use extent was negatively correlated with skill variety, feedback from agents, and dealing with others. A model proposed to explain these results suggests that the relationship between use extent and task characteristics depends upon the task characteristics of the IT-using and non-IT-using components of the job. Practical applications of this model were suggested.
In: Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, Band 2, Heft 1, S. 95-113
ISSN: 1936-4490
A model is described which includes a taxonomy of the power‐motive profiles of individuals‐a taxonomy of situational types based upon power considerations and a conceptual link among organizational structure, power‐situation type, and individual power motives. The model provides a theoretical connection between micro and macro theories of organizational behaviour and adds some clarification and system to nPow theory.RésuméLe modèle décrit inclut la taxonomie des caractéristiques d'attraction au pouvoir des individus‐une taxonomie de situations diverses fondée sur des considérations relatives au pouvoir et sur le lien conceptuel reliant la structure organisationnelle, le type de pouvoir découlant de la situation, et les motivations individuelles. Ce modèle prouve le lien théorique entre les théories micro et macro‐économiques du comportement organisationnel, et clarifie et systématise la théorie nPow.
In: International journal of human resource management, Band 24, Heft 15, S. 2911-2926
ISSN: 1466-4399
In: Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, Band 1, Heft 2, S. 383-398
ISSN: 1936-4490
This study explores the method of reducing the "trapped administrator'' phenomenon (Staw, 1981). Following the suggestions of Gilovich (1981), it was hypothesized that an experimenting administrator could reduce his/her negative ratings by linking his behaviour to that of an experimenting colleague. Subjects read one of sixteen administrative scenarios that manipulated a male administrator's success or failure, his consistent or experimenting course of action, his appeal or lack of appeal to precedent, and media endorsement or lack of endorsement of the administrator's action. The results support the hypothesis that successful experimenting managers who appeal to precedent are rated as highly as successful consistent managers who lack any appeal to precedent. As in the Staw and Ross (1980) experiment, failures are rated poorly in all conditions.RésuméCette étude traite du phénomène des "administrateurs coïncés'' (Staw, 1981). Conformément aux hypothèses avancées par Gilovich (1981), on a supposé qu'un administrateur qui procède par tǎtonnement pouvait améliorer son score par une liaison de son comportement à celui d'un collègue qui procède aussi de cette façon. Les sujets de l'expérience ont lu un parmi seize scénarios administratifs qui mettaient en relation le succès ou l'échec d'un gestionnaire masculin, la cohérence ou le tǎtonnement de ses décisions, son recours ou son rejet de l'autorité du précédent et l'approbation ou la désapprobation que lui accordaient les médias. Les résultats de l'expérience confirment l'hypothèse étudiée: parmi les administrateurs qui réussissent ceux qui procèdent par tǎtonnement et font appel au précédent reçoivent des scores aussi élevés que ceux qui font preuve de cohérence et rejettent le précédent. Cette expérience, à l'instar de celle de Staw et Ross (1980), montre que, dans tous les cas, l'échec entraǐne une détérioration du score.