http://hdl.handle.net/10397/664 Search the Channel search http://repository.lib.polyu.edu.hk/jspui/simple-search http://hdl.handle.net/10397/5717 Title: Innovation-oriented leadership, contingencies and outcomes in the multiple stages of innovation process<br/><br/>Authors: Kong, Hao<br/><br/>Abstract: Innovation is a process of related activities that can be grouped into stages. This process starts from idea generation, progresses further by idea promotion, and ends with idea implementation. Employee performance at each stage of innovation will be influenced by different factors because the requirements and targets of each stage vary. Leadership is argued to be one of the most immediate and potent forces that encourage innovation among followers. At different stages, leaders deemed effective in motivating followers to be innovative may exhibit a different range of qualities and behaviors. In spite of the leader's prominent role in innovation, according to the substitute of leadership theory (SLT), certain features of the person, situation, or task can reduce or even replace the effects of leadership on innovation. Team learning behavior (TLB), work contacts, and team initiative are conceptually associated with idea generation, idea promotion, and idea implementation, respectively. These factors jointly influence innovation with leadership behaviors. Given the importance of leadership in innovation, most of the existing leadership theories, nevertheless, are not comprehensive in light of the multistage nature of the innovation process. Some of the models may arguably be more appropriate at the idea generation stage, whereas some may be more appropriate at the promotion or implementation stage. Through a combination of literature search and in-depth interviews, Study 1 identified 57 innovation-oriented leadership behaviors that influence followers to fulfill the objective of innovation and respond to the call for a comprehensive but distinctive model of leadership for innovation. Exploratory factor analysis was performed and three factors were extracted. Twenty-four leadership behaviors were categorized into three dimensions, namely, leadership behaviors for idea generation, idea promotion, and idea implementation.; Study 2 examined the effectiveness of innovation-oriented leadership as a whole on the overall innovation of followers by combining the three dimensions of leadership behaviors specific to each innovation stage. The results suggested that the effect of innovation-oriented leadership on innovation is stronger than that of transformational leadership. Innovation-oriented leadership behaviors specific to idea generation, idea promotion, and idea implementation were also associated with their increased corresponding innovative performances. Furthermore, SLT was used to explain in what way TLB, work contacts, and team initiative influence the positive relationship between leadership and its corresponding outcomes. TLB, work contacts, and team initiative reduced the effectiveness of leadership on the outcomes and were thus qualified as substitutes. In addition to verifying the results of Study 2, Study 3 extended the findings by incorporating objective measures of innovation (quantity and quality of innovation) and involving line workers, a sample different from knowledge workers in Study 2. The findings of Study 3 showed that innovation-oriented leadership as a whole not only enhances leader-rated innovative work behaviors, but also increases the quantity of innovation, an effect which transformational leadership cannot accomplish. Leadership behaviors for idea promotion and implementation were related to the correspondent innovative behaviors of employees. Work contacts and team initiative were found to act as substitutes for leadership behaviors.<br/><br/>Description: 192 leaves : ill. ; 30 cm.; PolyU Library Call No.: [THS] LG51 .H577P MM 2012 Kong Sun, 01 Jan 2012 00:00:00 GMT http://hdl.handle.net/10397/5666 Title: IT department's service climate, top management support and organizational impact of enterprise resource planning systems<br/><br/>Authors: Ding, Bin Ashley<br/><br/>Abstract: The implementation of enterprise resources planning (ERP) systems helps organizations achieve both transactional and transformational benefits, such as increased operation efficiency and higher performance enabled by business process innovation. However, the outcome of ERP implementation could be very dynamic, hindering the assimilation of ERP by organization system in the post-implementation period. Drawing from research on service climate and top management support and following the general framework of information technology (IT) assimilation, this thesis examined the roles of IT department and top management in influencing organizational impact of ERP. In particular, IT department's service climate and top management support are theorized to enhance the contribution of ERP system to overall business performance. The hypotheses are tested using survey data from 62 organizations that have already implemented ERP system in China. Results of Structural Equation Modeling (SEM) show that IT director's service leadership positively affects IT department service climate, which in turn positively affects organizational impact of ERP. Results also indicate that top management support not only directly influences IT department service climate and organizational impact of ERP, but also significantly moderates the relationship between IT director's service leadership and IT department's service climate. This thesis aims to contribute to information systems literature on ERP by highlighting the roles of IT department and top management support. It also contributes to organizational behavior literature by adapting the service climate theory to a new context the post-implementation phase of ERP systems inside organizations. Implications of the study for research and practice are discussed.<br/><br/>Description: viii, 107 leaves : ill. ; 30 cm.; PolyU Library Call No.: [THS] LG51 .H577M MM 2012 Ding Sun, 01 Jan 2012 00:00:00 GMT http://hdl.handle.net/10397/5551 Title: How am I supposed to live without you : an investigation of antecedents and consequences of workplace ostracism<br/><br/>Authors: Xu, Hanhua<br/><br/>Abstract: This dissertation investigates workplace ostracism in terms of (1) the antecedents of workplace ostracism; (2) the influences of ostracism on interpersonal emotions; and (3) and the diverse behavioral consequences of ostracism. We conducted three empirical studies. In Study 1 (Chapter 2), we examined how narcissism as a personality trait of the target is related to workplace ostracism. Using two independent samples, we found that in teams with a higher level of goal interdependence, narcissists are least likely to be ostracized when they have a high expertise status, whereas in teams with a lower level of goal interdependence, they are most likely to be ostracized when they have a low expertise status. In Study 2 (Chapter 3), we examined the relationship between ostracism and employees' emotional reactions at the dyadic-level, and identified factors that intensify the negative emotions of ostracized team members. Social relations analyses revealed that ostracism toward another arouses negative emotions (i.e., anger, sadness, humiliation, and anxiety) in the target when interacting with the perpetrator. Such negative emotional reactions are exacerbated when the target perceives a low level of ostracism from other team members or a low level of ostracism from the perpetrator to other team members. In Study 3 (Chapter 4), we examined the conditions under which ostracism deters social loafing and organizational deviance and promotes helping. We found that when team identification is high, ostracism acts as an informal sanction that decreases employees' social loafing and organizational deviance and increases their helping behavior. The implications of the three studies for theory and practice are discussed.<br/><br/>Description: 170 p. : ill. ; 30 cm.; PolyU Library Call No.: [THS] LG51 .H577P MM 2012 Xu Sun, 01 Jan 2012 00:00:00 GMT http://hdl.handle.net/10397/5550 Title: What you see may not be entirely negative : an impression management approach to job insecurity and its consequences<br/><br/>Authors: Zhao, Hailin<br/><br/>Abstract: Drawing upon personal control model (Rothbaum, Weisz, & Synder, 1982) and interpersonal dependence theory (Rusbult & Van Lange, 2003), the paper mainly argues that insecure employees tend to apply impression management tactics, including ingratiation (i.e., appearing to be friendly), self promotion (i.e., appearing to be competent) and exemplification (i.e., appearing to be dedicated), to cope with job insecurity. Impression management is essentially a process of indirectly gaining control through impressing powerful others who may have better control of the situation. This link is further strengthened by the high level of interpersonal dependence highlighted by job insecurity. The findings suggest that cognitive job insecurity has differential effects on the three impression management behaviors. In particular, the effect of cognitive job insecurity on exemplification is fully mediated by affective job insecurity. The indirect effect is stronger when employees perceive their supervisors have power to reward and punish. Such indirect effect only exists when employees have a high sense of power. However, cognitive job insecurity influences ingratiation directly and has no effect on self promotion.<br/><br/>Description: 113 leaves : ill. ; 30 cm.; PolyU Library Call No.: [THS] LG51 .H577M MM 2012 Zhao Sun, 01 Jan 2012 00:00:00 GMT