Suchergebnisse

As an organic entity, organizations are similar to humans, having unique organizational character which constitutes a source of competitive differentiation. This study aimed to explore the dimensions of organizational character and measure its impacts on organizational performance in a Chinese context. Since several previous studies have developed the definition and constitutions of organizational character in the context of developed countries such as America and England, this indigenous study provides new evidence from the perspective of an emerging economy. A research model using a qualitative analysis method was proposed to define the dimensions of organizational character. The connection between organizational character and organizational performance was empirically tested by a multi-ordered logit regression analysis with a survey of 205 observations in Chinese enterprises. The dimension of organizational character was finally extracted and summarized as six aspects including enterprise, conscientiousness, innovation, agreeableness, democracy, and Boy Scout. The results of the empirical analysis showed that the formation and cultivation of organizational character would directly improve an organizations' business performance as well as their growth potential. It is worth noting that a special part of organizational character, which may depend more on national culture or institutional background than organizational individuals, also has an impact on organizational performance. The findings can provide practical implications for Chinese companies and multinational companies that do or plan to do business in China. Entrepreneurs are suggested to make effective decisions on the cultivation of organizational character, since different types and specific levels of organizational character may have significantly different effects on organizational performance. This paper explored a novel theory to explain the antecedents of organizational performance, and could inspire scholars to expand the sources of ...

We explored the relationship between the abusive supervision of leaders and employee silence in the face-oriented culture of East Asia by using conservation of resources theory. Survey data were collected using a multiperiod, multisource method conducted with 350 employees and their
supervisors. Results were as follows: (a) The relationship between abusive supervision and employee silence was mediated by the perceived face threat of employees, (b) leader status positively moderated the relationship between abusive supervision and employees' perceived face threat, and
(c) trait anger of employees positively moderated the relationship between perceived face threat and silence. Therefore, if leaders use abusive supervision to manage their subordinates, they need to consider their own status and the individual characteristics of their subordinates, and a higher
leadership status can ease the discomfort of subordinates who are abused. However, abusive supervision is not suitable for improving the performance of subordinates with trait anger because it will further strengthen their silence.