Suchergebnisse

This study examined the difference in perceptions among college students on ethical leadership. Ethical leadership has become an increasingly important business issue as corruptions and scandals grow in the 21st century. Unethical leadership has been known to cause major embarrassment for institutions from government to business, and is not a well-researched area among leadership researchers. The procedure included creating an online survey based on the GLOBE study, which examined the Character/Integrity, Altruism, Collective Motivation, and Encouragement aspects of ethical leadership. This online survey was than assessed to students from a variety of cultural backgrounds. Students were recruited from a large mid-western university. Findings suggest that ethical leadership is perceived differently by certain cultural groups, showing how viewpoints may conflict on what is considered ethical or not by various peoples around the world. Major findings support that students of European heritage differed in their viewpoints on Character/Integrity and Encouragement from non-European students. Latin students did not differ significantly from non-Latin students on Collective Motivation . Students of Asian heritage differed in viewpoints on Altruism from non-Asian students.

AbstractOn the basis of analysing the internal relationship between TOP and WSR, an analysis matrix composed of organizational perspective, personal perspective and two different dimensions of shili and renli is constructed, namely, SROP (shili‐[S], renli‐[R], organizational perspective‐[O], personal perspective‐[P]) analysis matrix. And then, this paper gives the four elements of the formula of SROP matrix consisting of shili, renli analysis based on personal perspective (S‐P, R‐P) and shili, renli analysis based on organizational perspective (S‐O, R‐O). The matrix and formula provide a systematic and integrated analysis tool for complex management decision‐making. Finally, the effectiveness of the tool is demonstrated by using the SROP matrix in emergency decision‐making.

AbstractBased on the project team's knowledge activities in the knowledge chain, we analyse the knowledge management, develop a design structure matrix (DSM) model, and utilize the AIDER clustering to solve the cooperation problems caused by team members from different departments. By analysing the coupling relationship between team members' knowledge chains and clustering the knowledge activities with a high coupling degree, the project team's knowledge chain achieves integration. Finally, plugging the proposed method into a business case shows that the method can improve the project team's knowledge management performance.

AbstractComplex product research and development projects usually are large scale with high cost and complex technologies and with large number of group members involved. From the perspective of complex system management, this paper adopts design structure matrix and timing constraint Petri nets (TCPN) to analyse knowledge behaviour and time constraints of team members in complex product R&D projects. In specific, this paper first develops a knowledge‐activity design structure matrix and a time‐resource design structure matrix model. Then a TCPN model that integrates resource constraints in knowledge chains is proposed based on the dependence relationship of team members' knowledge activities. Schedulabilities of the model are calculated, analysed and corrected to integrate team members' knowledge. Finally, a case study is conducted to test the proposed model.

AbstractHow to realize value co‐creation is a challenge for artificial intelligence (AI)‐based enterprises. From the perspective of systems thinking, this paper conducts a case study on Baidu to explore the mechanism for Ai‐based enterprises to realize value co‐creation. The results indicate that value co‐creation of AI companies goes through a dynamic iteration of three stages: start‐up, growth, and maturity. Based on the finding, this paper proposes a model for AI‐based enterprises to realize value co‐creation with stakeholders under the interaction of innovation resilience and value proposition, as well as the combined effect of digital‐intelligence empowerment, resource‐focused action, and network embedding. Findings in this study not only fill the gap in existing literature but also provide insights for AI‐based enterprises to realize sustainable development.

AbstractThe convergence of emerging technologies like cloud computing, artificial intelligence (AI), and 5G is catalysing the Fourth Industrial Revolution and driving a paradigm shift toward the rapidly growing digital platform economy. However, the complex coopetition dynamics among AI‐powered and data‐driven digital platforms challenge traditional resource‐based theories in explaining this phenomenon. This multiple case study investigates the coopetitive tactics adopted by digital platform companies when navigating different coopetition situations through the lens of data and AI resources. Eight propositions are developed linking the allocation and application tendencies of data resources to the coopetitive tactics employed by platforms across four coopetition situations. The findings reveal how the unique attributes of data and AI resources influence digital platforms' coopetitive strategy implementation in complex network environments and how companies can strategically combine cooperation and competition when leveraging AI technologies and big data resources on digital platforms.

AbstractArtificial intelligence (AI) has become an important driving force leading the new round of scientific and technological revolution and industrial transformation worldwide. AI empowers green radical innovation (GRI), a vital strategic orientation for high‐tech enterprises. To explore the relationship between research and development (R&D) investment and GRI and identify the contingency factors that affect the relationship, this paper proposes a framework and conducts a survey to test it. The findings indicate that R&D investment and GRI have an inverted U‐shaped relationship, that organizational learning meditates the relationship and that management process innovation and organization structure innovation moderate the relationship positively and negatively, respectively. The findings clarify the intermediate mechanism of the transformation from R&D investment to GRI. They will help high‐tech enterprises improve their innovation ability and achieve technological leapfrogging and sustainable development in the context of AI and the green economy.

Background: The SARS-CoV-2 vaccine has been widely rolled out globally in the general populations. However, specific data on vaccination confidence, willingness or coverage among health care workers (HCWs) has been less reported. Methods: A cross-sectional online survey was conducted to specify the basic data and patterns of vaccination confidence, willingness and coverage among HCWs nationwide. Results: In total, 2386 out of 2583 (92.4%) participants were enrolled for analysis, and the rates of confidence in vaccine, professional institutes and government were 75.1%, 85.2% and 85.4%, respectively. The overall vaccination coverage rate was 63.6% which was adjusted as 82.8% for participants under current medical conditions or having contraindications. Confidence in vaccine safety was shown to be the most related factor to willingness among doctors, nurses, medical technicians and hospital administrators, while confidence in vaccine effectiveness as well as trust in government played the key role in formulating public health employees' willingness. 130 (7.1% of 1833) participants reporting willingness still not been vaccinated regardless of contraindications. Multivariate analysis among willingness participants showed that males, aged over 30 years, public health employees and higher vaccination confidence had significantly higher vaccination rates with ORs (95% confidence intervals) as 1.64 (1.08–2.49), 3.14 (2.14–4.62), 2.43 (1.46–4.04) or 2.31 (1.24–4.33). Conclusions: HCWs' confidence, willingness and coverage rates to the vaccine were generally at high levels. Heterogeneity among HCWs should be considered for future vaccination promotion strategies. The population's confidence in vaccination is not only the determinant to their willingness, but also guarantees their actual vaccine uptake.

Background: The SARS-CoV-2 vaccine has been widely rolled out globally in the general populations. However, specific data on vaccination confidence, willingness or coverage among health care workers (HCWs) has been less reported. Methods: A cross-sectional online survey was conducted to specify the basic data and patterns of vaccination confidence, willingness and coverage among HCWs nationwide. Results: In total, 2386 out of 2583 (92.4%) participants were enrolled for analysis, and the rates of confidence in vaccine, professional institutes and government were 75.1%, 85.2% and 85.4%, respectively. The overall vaccination coverage rate was 63.6% which was adjusted as 82.8% for participants under current medical conditions or having contraindications. Confidence in vaccine safety was shown to be the most related factor to willingness among doctors, nurses, medical technicians and hospital administrators, while confidence in vaccine effectiveness as well as trust in government played the key role in formulating public health employees' willingness. 130 (7.1% of 1833) participants reporting willingness still not been vaccinated regardless of contraindications. Multivariate analysis among willingness participants showed that males, aged over 30 years, public health employees and higher vaccination confidence had significantly higher vaccination rates with ORs (95% confidence intervals) as 1.64 (1.08–2.49), 3.14 (2.14–4.62), 2.43 (1.46–4.04) or 2.31 (1.24–4.33). Conclusions: HCWs' confidence, willingness and coverage rates to the vaccine were generally at high levels. Heterogeneity among HCWs should be considered for future vaccination promotion strategies. The population's confidence in vaccination is not only the determinant to their willingness, but also guarantees their actual vaccine uptake.