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While it is well-known that cross-cultural conflict management is a common problem in multinational joint ventures. The cooperation parties come from different countries and regions, and their social, political and legal systems and cultural backgrounds are different, which leads to the differences in business philosophy, decision-making thinking preferences and management communication modes. The conflict of managerial values caused by cultural differences will inevitably affect the management concept and mode of joint ventures, which will permeate the whole process of enterprise management activities. Employees from different cultural backgrounds may have different acceptance of the rules and regulations of the joint venture or different understanding of the work tasks, which may cause employees′ uncertainty or anxiety and ultimately affect their work innovation behavior and enterprise performance.
However, a fact that can not be ignored is that managers of joint ventures do not know much about cultural differences, the impact of communication modes and how to influence employees′ work innovative behavior. Managers need to manage cultural conflicts and differences between the two countries and even more countries in order to maximize cultural integration and enhance working enthusiasm and creativity of employees. So, this study attempts to reveal the deep-seated impact mechanism of cultural differences between parent company and subsidiary companies and management communication modes on employees′ work innovative behavior. And we also hope to explore the optimal communication mode in cross-cultural conflict management of joint ventures, so as to provide experience for cross-cultural conflict management of joint ventures.
This paper took 211 employees of 12 automobile joint ventures as the research object. Cultural differences perceived by employees were viewed as the independent variable, and communication modes between managers and subordinates were regarded as both independent variables and moderating variables. The theory of anxiety/uncertainty management was adopted to analyze the effect and mechanism of employees′ perceptions of cultural differences on their work innovative behavior. The theory and techniques of Transactional Analysis were used to classify the communication modes between managers and subordinates. The hierarchical regression method was conducted to analyze the samples and compare the impact of different communication modes on employees′ innovative behavior.
Through empirical research, this study mainly draws the following conclusions: (1) Joint venture employees′ perceptions of cultural differences between parent and subsidiary companies affects their innovative behavior. The more cultural differences perceived by employees between parent and subsidiary companies, the more difficult it is for employees to understand the rules and regulations and normative requirements of joint ventures, thus enhancing the risk defense mechanism of employees and curbing their creative and innovative motivation in the process of work. (2) Manager-employee value conflict caused by cultural differences runs through the communication modes between managers and employees, thus affecting the innovative behavior of employees. The three dimensions of communication mode (complementary transactions, crossed transactions and covert ulterior) affect the direction and intensity of employees′ innovative behavior differently. Among them, complementary transactions positively affects employees′ innovative behavior, while crossed transactions and covert ulterior negatively affect employees′ innovative behavior. (3) Different communication modes adopted by manager-employee in the process of communication can moderate the impact of cultural differences perceived by employees on their innovative behavior. Among them, complementary transactions can weaken the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while covert ulterior strengthens the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while crossed transactions has no obvious moderating effect.
The theoretical contributions of this study are mainly embodied in the following aspects. Firstly, this study confirms the impact of employees′ perceptions of cultural differences and communication modes between managers and employees on employees′ innovative behavior. Different communication modes between managers and employees will not only directly affect employees′ innovative behavior, but also moderate the relationship between employees′ perceptions of cultural differences and their innovative behavior. Secondly, this study reveals the complex mechanism of the relationship between employees′ perceptions of cultural differences and their innovative behavior, and identifies the important moderating role of different communication modes. Thirdly, this study enriches the application fields of the anxiety/uncertainty theory, and expands the research fields of the theory and techniques of Transactional Analysis.
The results of this study have important reference significance for the management practice of joint ventures. Based on the results of this study, the employees′ perceptions of cultural differences are important factors to affect employees′ innovative behavior. Therefore, we put forward the following management suggestions for joint ventures. Firstly, it is suggested that joint ventures should attach great importance to alleviating the uncertainty and anxiety caused by employees′ perceptions of cultural differences, strive to create a safe and harmonious working environment for employees, so as to stimulate their innovative potential and improve their work enthusiasm and creativity. Secondly, joint ventures should popularize the theory of Transactional Analysis and the techniques of Interpersonal Communication Interaction Analysis in the process of human resources training. In addition, managers and employees of joint ventures should choose appropriate communication modes. When communicating, both managers and employees should give priority to complementary transactions, avoiding the use of crossed transactions and covert ulterior.
However, this study still has the following limitations: (1) This study took the employees of automobile joint ventures in China as research object. The representativeness of the samples needs to be improved. The universality of the research conclusions needs to be confirmed further. (2) There are some inconsistencies between self-evaluation and supervisor-evaluation of employees′ innovative behavior. The supervisor-evaluation data did not verify all the theoretical hypotheses. (3) The richness of the models needs to be strengthened. This study used the theory of anxiety/uncertainty management to explain the main effect of perceptions of cultural differences on employee innovative behavior, and tested the moderating effect of communication modes, but did not explore and test the mediating effect of the relationship between perceptions of cultural differences and employee innovative behavior. We will further explore the mediating variables and effects in the future study. 相似文献
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在市场环境以VUCA特征为未来发展“新常态”下,“黑天鹅”和“灰犀牛”事件的频发改变了企业原有的商业模式和组织型态,能否在不利事件的冲击下形成韧性并逆势成长,成为企业存活并转危为机的关键。现有研究对于组织韧性的形成机制缺乏关注,本文基于关系网络理论,探讨了关系网络（组织内关系网络和组织间关系网络）与组织韧性的关系,验证了双元创新的中介作用。实证研究结果表明：组织内关系网络和组织间关系网络与组织韧性呈正向关系;组织内关系网络正向影响利用性创新,组织间关系网络正向影响探索性创新;利用性创新在组织内关系网络和组织韧性之间起部分中介作用;探索性创新在组织间关系网络和组织韧性之间起部分中介作用。本文从重视构建组织关系网络、激发员工创新的角度提出管理建议。 相似文献
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威权领导是华人社会普遍存在的一种领导方式,对其进行研究对华人组织有重要的意义;员工非伦理行为也广泛存在与社会各类各级组织,并带来了巨大的危害,对威权领导与员工非伦理行为关系的研究目前尚未涉及。本文从社会交换和社会学习视角研究威权领导和员工非伦理行为的关系,以及领导成员交换的中介作用和伦理氛围的调节作用。通过406对领导-员工配对的问卷调查,研究结果表明：（1）威权领导与员工非伦理行呈正相关关系;（2）领导成员交换在威权领导与员工非伦理行为关系中起完全中介作用;（3）伦理氛围负向调节领导成员交换与员工非伦理氛围的关系;（4）伦理氛围负向调节领导成员交换对威权领导与员工非伦理行为关系的中介作用。 相似文献
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Knowledge is the currency of the current economy and a vital resource for sustaining organisational performance in today’s knowledge-based intensively competitive business environment. To avoid the detrimental consequences of knowledge loss, managers are urged to identify where knowledge stocks exist and how knowledge flows within their organisations by identifying knowledge holders among their employees. Although some studies have attempted to use different methods to measure knowledge at the organisational level, very few have addressed the individual knowledge holder. Moving from a critical literature review of the existing knowledge measurement approaches, this paper proposes a novel framework that enables organisations to measure individual knowledge in the business context using a set of metrics, which are subsequently validated via a series of in-depth interviews with senior managers. A summary of the managers’ views on individual knowledge measurement is presented, and reflections on the industry application of the proposed framework and recommendations for its improvement are also discussed. 相似文献
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本研究综合资源保存理论和认知评估理论视角,探讨中国组织情境中职场排斥对新生代员工偏离行为的作用机理,并对证明目标取向和职业倦怠的中介作用,以及心理安全感的调节作用进行检验。以17家企业中452名员工的有效配对数据为样本,以此构建结构方程模型,并比较适配度来选取最优模型,通过分析路径回归系数对假设做逐项检验。分析结果显示：职场排斥通过证明目标取向负向影响新生代员工偏离行为,并通过职业倦怠正向影响新生代员工偏离行为;心理安全感在职场排斥与新生代员工偏离行为的作用路径中发挥调节效应,心理安全感增强了职场排斥与证明目标取向间的正向关系,削弱了职场排斥与职业倦怠间的正向关系。研究结论为新生代员工偏离行为的影响因素分析提供了一个崭新的理论视角,为企业管理者有效控制和预防新生代员工偏离行为提供了实践启示。 相似文献
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沈萍 《科学．经济．社会》2010,28(2):112-115
主流的现代企业理论认为,家族企业向现代企业制度转变是历史的必然。拥有货币资本的家族企业在成长过程中离不开拥有人力资本资源的职业经理的参与,职业经理是企业中最主要的人力资本。实现家族企业与职业经理人有效融合的关键是双方之间的相互信任。在此前提下,合作双方才能取得各自利益的最大化,家族企业才能不断地发展壮大。 相似文献
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本研究基于自我归类理论和社会需要理论，探索个体感知差异对职场排斥和知识共享行为的影响，以及成就需要和归属需要在这个过程中的调节效应。利用来自356位企业员工的样本数据，采用分层回归的方法进行假设验证。结论显示个体感知差异负向影响知识共享行为，职场排斥中介了二者之间的负向关系，个体成就需要和归属需要反向调节个体感知差异与知识共享行为、个体感知差异与职场排斥之间的关系。研究结果为知识共享领域的研究提供了新的视角和框架，同时对企业管理实践有一定的现实意义。 相似文献
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《普罗米修斯》2012,30(1):58-73
In spite of the advances in information and communication technologies, the implementation of teleworking is still behind early expectations. The slow adoption of teleworking may be explained by different organizational drivers that influence its implementation. This article reports the empirical findings of a survey conducted among a sample of Spanish companies to identify potential drivers and constraints based on top manager and institutional perspectives. The results indicate that the potential of teleworking is influenced by the manager's perception of teleworking benefits and barriers, the manager's tenure, the company's use of information and communication technologies, the company's degree of innovation, the proportion of salespeople, women and middle-age employees in the workforce, and the company size. Top manager factors seem to have more influence in the decision to adopt teleworking, while institutional factors are more significant in the potential diffusion in the company. 相似文献
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自改革开放以来,我国进行了数次大规模的裁军活动,军人管理者已成为中国商界的重要力量。本文基于烙印和高阶理论,以2008-2016年沪深两市A股上市企业为研究对象,实证检验了管理者早期从军经历对企业研发投入的影响及其影响机制。通过面板模型回归,研究发现：第一,有从军经历管理者的企业具有较高的研发投入;第二,管理者从军经历对企业研发投入的影响在创始人从军经历管理者企业、无政治关联企业、非国有企业以及高竞争程度行业中更加显著;第三,管理者风险承担性在管理者从军经历与企业研发投入之间起到了部分中介作用。进一步研究表明,管理者从军经历不仅能够增加企业的研发投入,还能够提高企业的专利技术申请量。本文的研究丰富了管理者异质性领域的相关研究,打开了从军经历管理者对企业研发投入影响的“黑箱”,对上市企业尤其是创新型企业任用管理者提供了指导意义。 相似文献
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Information technology (IT) incidents that make data inaccessible may cause businesses to lose customers, reputation and market position. Previous studies on information management have identified data availability as a key priority, and the literature on disaster recovery and business continuity describes ways of preparing for and avoiding IT incidents. However, no frameworks for information system continuity management (ISCM) have yet been validated. This research draws on a framework for business continuity management, and extends it to the context of information systems. The framework is validated in a survey of IT managers and chief information officers in large private and public organisations operating in Finland. The results suggest that the embeddedness of continuity practices in an organisation has perceived business impacts whereas, in contradiction of previous theory, there is no such direct relation in the case of organisational alertness and preparedness. The theoretical contribution is to validate the ISCM framework statistically. On the practical level, social factors such as committed managers and employees are influential in decreasing negative business impacts. Further research on the embeddedness of continuity practices is called for. 相似文献
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企业经营者薪酬兑现制度是激励与约束机制的重要内容,其即时性可以实现对企业经营者的短期激励,滞后性有利于经营者的长期激励和约束。本文选取我国部分国有控股制造业上市公司的经营者为研究对象,以经营者行为作为中介变量研究薪酬兑现方式与企业绩效之间的关系,研究表明:当期兑现对经营者短期导向行为有显著影响,对企业运营绩效有正向影响;延期兑现对经营者长期导向行为有显著影响,对企业成长绩效有正向影响。研究结论对于选择适合的经营者薪酬兑现时机及兑现方式提供了理论依据。 相似文献
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《Information processing & management》2020,57(4):102237
This paper analyses how the knowledge shared between employees and suppliers within a private enterprise social network affects process improvement. Data was collected from internal documents, and the internal and external enterprise social networks used by an international insurance company; the average cycle time for handling 8494 claims and 3240 messages posted on the internal and external social networks was analysed. Social network analysis techniques were combined with principal component analysis and structural equation modeling, and the results demonstrate that the knowledge shared within the internal and external social network can explain 35.10% of process improvement variability, while the knowledge shared within the internal social network explains 89.90% of external social network variability. The analysis also demonstrates that: (i) the knowledge shared among employees positively affects process improvement; (ii) the knowledge shared among suppliers negatively affects process improvement; and (iii) the knowledge shared among employees positively affects the knowledge shared among supply chain members. These findings have theoretical and practical implications. They extend the literature in the knowledge management and information management field by offering empirical evidence of how the knowledge shared through an enterprise social network affects business process improvement, using the objective data provided by Yammer. They also provide a strategic tool for managers that will allow them to better understand how they can use the enterprise social network for business processes improvement. 相似文献
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本文以浙江省成立八年内新创企业的员工为调查对象,收集了212份样本数据,探究了员工间高质量关系与失败学习的关系以及心理资本和工作自主性在这个过程中的作用机制。数据分析结果表明：（1）员工间高质量关系显著正向影响心理资本与失败学习;（2）员工心理资本显著正向影响失败学习,且在高质量关系与失败学习之间起部分中介作用;（3）员工工作自主性在心理资本与失败学习的正向关系中起负向调节作用。本研究理论上丰富了关系协调理论和员工失败学习领域的研究,实践上为新创企业如何营造良好的失败学习氛围提供了有益参考。 相似文献
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The adoption of Bring Your Own Device (BYOD), initiated by employees, refers to the provision and use of personal mobile devices and applications for both private and business purposes. This bottom-up phenomenon, not initiated by managers, corresponds to a reversed IT adoption logic that simultaneously entails business opportunities and threats. Managers are thus confronted with this unchosen BYOD usage by employees and consequently adopt different coping strategies. This research aims to investigate the adaptation strategies embraced by managers to cope with the BYOD phenomenon. To this end, we operationalized the coping model of user adaptation (CMUA) in the organizational decision-making context to conduct a survey addressing 337 top managers. Our main results indicate that the impact of the CMUA constructs varies according to the period (pre- or post-implementation). The coping strategies differ between those who have already implemented measures to regulate BYOD usage and those who have not. We contribute to theory by integrating the perception of BYOD-related opportunities and threats and by shedding light on the decisional processes in the adoption of coping strategies. The managerial contributions of this research correspond to the improved protection of corporate information and the maximization of BYOD-related benefits. 相似文献
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我国商业银行客户经理道德风险防范对策研究 总被引：1，自引：0，他引：1
我国自上世纪末推行客户经理制以来,其独特的代理与营销方式为银行利润的增长及业绩增加带来了益处,使客户经理在银行的地位与作用迅速上升,成为我国商业银行当前人力资源管理中的重点对象,但在发展过程中出现了一些问题,如何有效地激励约束客户经理的行为,并防范道德风险成为当前亟需解决的研究课题之一.本文旨在通过揭示商业银行客户经理的委托代理特征,结合我国商业银行内控制度现状等分析了客户经理道德风险出现的成因,并提出一些可行对策建议. 相似文献
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基于积极心理学的企业管理策略 总被引：1，自引：0，他引：1
积极心理学作为一种新的心理学思潮,为企业管理提供了新的思路和方法。积极。理学提倡．在管理过程中管理者应引导员工形成积极的认知方向,学会赏识员工,激发员工的积极情绪体验,营造快乐的企业工作心理氛围,积极心理学方法不仅可以提高员工的生产效率和创造性,而且能使员工获得工作中的幸福感. 相似文献