Suchergebnisse

Drawing upon psychological ownership theory, we examined the link between participative decision making and employees' feedback seeking from supervisors, by focusing on the mediating role of job-based psychological ownership. Analysis of data from 248 subordinatesupervisor dyads employed
at 2 hotels in China showed that participative decision making was positively associated with employees seeking feedback from supervisors, and the relationship was mediated by job-based psychological ownership. In sum, our results suggest that participative decision making can serve as a managerial
tool to stimulate, encourage, and foster employees' feedback-seeking behavior, and that the development of job-based psychological ownership can help with this process.

AbstractThis manuscript conducts both a narrow and wide replication of Brudney et al. (2005, Journal of Public Administration Research and Theory, 15[3], pp. 393–419), focusing on the scope, perceived effectiveness, and antecedents of contracting out. The replication joins the original study in indicating that state agencies widely used contracting out in service delivery, but their perceived effects on service costs and quality were mixed. The replication coincides with the original study in suggesting that contracting out was an agency‐specific practice driven more by pragmatic factors but reports some divergences in the effects of individual factors. Overall, our replication concurs with the original study in many aspects, but also adds new nuances. There seems to be no single pattern underlying the use of contracting out, and thus no single factor could determine contracting out under all circumstances. Rather, contracting is a dynamic practice used by agencies for certain contingencies.

The possible unemployment in the process of industrial upgrading may affect the improvement of residents' well-being, so it is very necessary to study its influencing factors. Based on time series data from 2000 to 2019, this paper selects indicators that may affect urban labor employment from three dimensions: economic growth, structural change and technological progress, and further analyzes the factors affecting urban labor employment through principal component regression on this basis. The empirical results show that although economic growth factors can also have a positive effect on urban labor employment, its impact is not significant compared with the other two types of factors. Therefore, the government should combine various measures to promote employment, accelerate the transformation and upgrading of industrial structure at the same time, increase investment in independent research and development, improve the level of technological innovation, and should also focus on improving the quality of workers.

Entrepreneurship is viewed as a major tool in the effort to address poverty in emerging economies. Yet financing for such entrepreneurial ventures remains a major challenge. To date, most research on financing of entrepreneurial ventures among those in poverty in emerging economies has focused on formal financial tools such as microfinancing. However, a far larger financing tool employed in practice is informal financing. Such financing takes the shape of loans by family/friends/neighbors, private money lenders, or rotating savings groups. Very little is known about how these finance tools affect entrepreneurship. This article reviews the existing literature on informal finance in emerging economies and then develops a rich research agenda for scholars on informal finance in emerging economies and its role in entrepreneurship.

Employee silence is increasingly prevalent within modern organizations and has been considered a significant issue linking to a number of important organizational outcomes, hence attracting academic interest. In this study, we developed and tested a model of leader's destructive personality,
trust in leader, and employee silence with a sample of 205 supervisor–subordinate dyads. We found that (a) leader's destructive personality was positively related to employee silence, and (b) trust in leader mediated the relationship between leader's destructive personality and employee
silence. Implications of these results for future research and practice are discussed.