Organizational Behavior Research in Transition Time of China

The article is to introduce author's research results in recent years in the field of leadership behavior. The main researches conducted in this field include competency model of senior executives in communication industry and family firms; transformational leadership and its relationship with leadership effectiveness, the impact of supervisor's feedback on employees' behavior and the cross-culture study of supervisor's feedback. Theoretical and practical contributions of these researches are explained. Directions for future research are discussed.     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.     

Oil supply between OPEC and non-OPEC based on game theory

The competing strategies between OPEC (Organization of the Petroleum Exporting Countries) and non-OPEC producers make the oil supply market a complex system, and thus, it is very difficult to model and to make predictions. In this paper, we combine the macro-model based on game theory and micro-model to propose a new approach for forecasting oil supply. We take into account the microscopic behaviour in the clearing market and also use the game relationships to adjust oil supplies in our approach. For the supply model, we analyse and consider the different behaviour of non-OPEC and OPEC producers. According to our analysis, limiting the oil supply, and thus maintaining oil price, is the best strategy for OPEC in the low-price scenario, while the rising supply is the best strategy in the high-price scenario. No matter what the oil price is, the dominant strategy for non-OPEC producers is to increase their oil supply. In the high-price scenario, OPEC will try to deplete non-OPEC’s share in the oil supply market, which is to OPEC’s advantage.     

家长式领导风格对组织变革影响研究

领导风格理论受到越来越多国内外学者的关注,家长式领导风格理论受到本土学者的认可和华人企业的重视,本文在基于学者对家长式领导风格理论研究的基础上,通过问卷调查的形式,实证研究了家长式领导风格对组织变革的影响,最终得出结论：家长式风格中的权威领导对文化多样性具有显著的负向预测效果;仁慈领导对风险创新性、动态整合性和文化多样性具有显著的正向预测效果。这一结论可在实践中为中国企业进行组织变革提供管理咨询的建议。     

Flocking under hierarchical leadership with a free‐will leader

Recently, a model for flocking was introduced by Cucker and Smale together with a proof of convergence. This proof established unconditional convergence to flocking (i.e., to a common velocity), provided the interaction between agents was strong enough and conditional convergence otherwise. The strength of the interaction is measured by a parameter β, and the critical value at which unconditional convergence stops holding is β = 1 ∕ 2. This model was extended by Shen to allow for a hierarchical leadership structure among the agents, and similar convergence results were proved. But, for discrete time, convergence result was only for the flock with an overall leader moving with a constant velocity. In this note, we establish convergence result for the flock with a free‐will leader. Copyright © 2012 John Wiley & Sons, Ltd.     

Board-Level Information Technology Governance Effects on Organizational Performance: The Roles of Strategic Alignment and Authoritarian Governance Style

ABSTRACT

We report on two empirical studies that explore key factors that help translate information technology governance by the board of directors into organizational performance. The first study shows that strategic alignment partially mediates the effect of board-level information technology governance on performance. The second study demonstrates that authoritarian governance style negatively moderates the effect of board-level information technology governance on performance. Together, these studies open up the black box between board-level information technology governance and organizational performance.     

基于Stackelberg领导模式下的云资源定价研究

资源管理是云计算中最重要的一部分。介绍了基于现有云银行模型的云银行生命周期,并提出了合适的定价策略。它根据不同时期云银行的特点得出不同的定价策略。本文的目的是提供一个自动更新机制来定价云资源,从而最大化所有参与者的利益。     

学习型军代室建设中的领导方式问题研究

利用学习型组织理论分析学习型军代室建设过程,寻找在军代室建设的各个阶段军代室领导应该采用的有效领导方式。结合军代室工作实际,运用塔克曼团队建设的阶段理论,提出了学习型军代室建设的5个阶段,即形成阶段、震荡阶段、规范阶段、执行阶段和创新阶段。结合团队建设各个阶段的特征,分析了军代室领导应当承担的任务和充当的角色,指出在学习型军代室建设的不同阶段,军代室领导应分别以榜样者、辅导者、参与者、授权者和观察员5种不同的角色出现。     

The mediating effect of organizational culture and knowledge sharing on transformational leadership and Enterprise Resource Planning systems success: An empirical study in China

Senior leadership has been identified as a critical factor in fostering Enterprise Resource Planning (ERP) systems success, however, the specific impact mechanism of transformational leadership on ERP success is still largely unknown. Based on organizational culture theory and knowledge based view, this study developed a theoretical model to explore the mediating effect of organizational culture and knowledge sharing on transformational leadership and ERP success. Data was collected from 115 IS executives and 413 ERP end users in 115 organizations in China. Partial Least Squares (PLS) analysis results suggest that transformational leadership is directly related with all the four types of organizational culture – development culture, group culture, hierarchical culture and rational culture, and is indirectly related with knowledge sharing and ERP success. Specifically, development culture has direct impact on ERP success, while hierarchical culture, group and rational culture are indirectly related with ERP success, mediated by explicit and tacit knowledge sharing. The research findings can provide guidelines for the top executives to facilitate appropriate organizational culture, so as to foster ERP knowledge sharing and achieve business benefits with the assimilation of ERP systems.     

The Advice and Influence Networks of Transformational Leaders.

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)