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- Creators: Department of Management and Entrepreneurship
- Creators: Lange, Donald
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Description近20年,中国品牌零售业的快速发展使其成为全球第三大零售市场。消费者的需求量在大幅增长，对于本土企业来说，机遇与挑战并存。
对于连锁型品牌零售企业，员工是其产品和服务的载体。而如何做好不同层次的人员的激励体系，并得以踏实的落实和执行，是企业经营中非常关键的环节，也是品牌零售企业在竞争中获取优势的根本保证。另外，由于连锁零售企业基层员工流动性大、总体素质较低，如何对这部分员工实施有效的绩效考核,成为很多连锁零售企业管理人员面临的一个难题。
本文将长期和短期激励作为主要的研究内容。从整体国内企业来看，运转良好的绩效考评体系并不多，大部分企业的绩效考评体系只注重短期激励而忽视了长期激励的作用，绩效考评关注的是目标的实现，与员工的发展相脱节。因此，如何做好品牌企业的激励体系，如何在人才竞争中取得先机，并最大化企业利润，是本文研究的重心。
目前的研究空白在于对连锁型店铺的激励绩效。而考虑到品牌零售中的连锁经营往往涉及到成百上千家门店，涉及到的从业人数较多，因而对门店的激励绩效的成败是关系到企业整体激励绩效好坏的关键。
本文对激励绩效方案的相关理论进行回顾、分析与总结，从委托代理理论、激励理论、交易成本理论和产权理论入手，分析连锁型品牌零售企业的激励绩效特点。连锁型品牌零售企业合伙制本质上与特许经营精神及设计理念一致，而想要改进的正是特许经营中加盟店与总部的博弈与消耗，形成利益共同体，达到企业价值最大化的目标。
通过连锁型品牌零售企业绩效激励的真实案例（永辉超市合伙人制度、拉夏贝尔店铺合伙人制度、康奈零投入型与交股金型两种店铺合伙人制度）分析得出风险共担、超额利润分成的合伙人制度在连锁型品牌零售企业激励绩效方案设计中的可行性及意义，并从中发现了已有实践存在的问题，并提出建议。
店铺合伙人制度激励店长、提高单店销售业绩、减少交易成本、提高管理效率的正向作用毋庸置疑，建议在实践中积极推行与完善。
对于连锁型品牌零售企业，员工是其产品和服务的载体。而如何做好不同层次的人员的激励体系，并得以踏实的落实和执行，是企业经营中非常关键的环节，也是品牌零售企业在竞争中获取优势的根本保证。另外，由于连锁零售企业基层员工流动性大、总体素质较低，如何对这部分员工实施有效的绩效考核,成为很多连锁零售企业管理人员面临的一个难题。
本文将长期和短期激励作为主要的研究内容。从整体国内企业来看，运转良好的绩效考评体系并不多，大部分企业的绩效考评体系只注重短期激励而忽视了长期激励的作用，绩效考评关注的是目标的实现，与员工的发展相脱节。因此，如何做好品牌企业的激励体系，如何在人才竞争中取得先机，并最大化企业利润，是本文研究的重心。
目前的研究空白在于对连锁型店铺的激励绩效。而考虑到品牌零售中的连锁经营往往涉及到成百上千家门店，涉及到的从业人数较多，因而对门店的激励绩效的成败是关系到企业整体激励绩效好坏的关键。
本文对激励绩效方案的相关理论进行回顾、分析与总结，从委托代理理论、激励理论、交易成本理论和产权理论入手，分析连锁型品牌零售企业的激励绩效特点。连锁型品牌零售企业合伙制本质上与特许经营精神及设计理念一致，而想要改进的正是特许经营中加盟店与总部的博弈与消耗，形成利益共同体，达到企业价值最大化的目标。
通过连锁型品牌零售企业绩效激励的真实案例（永辉超市合伙人制度、拉夏贝尔店铺合伙人制度、康奈零投入型与交股金型两种店铺合伙人制度）分析得出风险共担、超额利润分成的合伙人制度在连锁型品牌零售企业激励绩效方案设计中的可行性及意义，并从中发现了已有实践存在的问题，并提出建议。
店铺合伙人制度激励店长、提高单店销售业绩、减少交易成本、提高管理效率的正向作用毋庸置疑，建议在实践中积极推行与完善。
ContributorsZheng, Laili (Author) / Pei, Ker-Wi (Thesis advisor) / Chen, Xinlei (Committee member) / Zhu, Hongquan (Committee member) / Arizona State University (Publisher)
Created2019
Description
Unethical behavior is a phenomenon that is unavoidable in the workplace. Ethical transgressors, when caught, often receive feedback regarding their actions. Though such moral feedback—feedback that is in response to an ethical transgression—may be aimed at curtailing future unethical behavior, I seek to demonstrate that under certain conditions, moral feedback may promote subsequent unethical behavior. Specifically, I propose that moral intensity and affective tone are two primary dimensions of moral feedback that work together to affect ethical transgressor moral disengagement and future behavior. The notion of moral disengagement, which occurs when self-regulatory systems are deactivated, may account for situations whereby individuals perform unethical acts without associated guilt. Despite the burgeoning literature on this theme, research has yet to examine whether feedback from one individual can influence another individual’s moral disengagement. This is surprising considering the idea of moral disengagement stems from social cognitive theory which emphasizes the role that external factors have in affecting behavior. With my dissertation, I draw from research primarily in social psychology to explore how moral feedback affects transgressor moral disengagement. To do so, I develop a typology of moral feedback and test how each moral feedback type affects transgressor future behavior through moral disengagement.
ContributorsBalven, Rachel McCullagh (Author) / Lange, Donald (Thesis advisor) / Wellman, Ned (Committee member) / Welsh, David (Committee member) / Arizona State University (Publisher)
Created2018
Description最近几十年对高管人员个人特征的研究成为组织战略决策领域的重要议题，但其中对
于高管人员的心理感受却几乎从未触及。心理学研究表明，心理感受会很大程度上影响人
的行为。荣耀感，作为最主要的一种与自我意识相关的心理感受，对于工作行为和结果的
影响都非常大。因而，研究企业高管的荣耀感，对理解和预测他们的行为，进而对预测其
个人意志扮演重要角色的公司战略决策有显著意义。
本论文对企业高管的荣耀感进行了系统研究。通过两个研究，中国企业高管的问卷
调查数据，回答了两个问题：1. 企业高管工作荣耀感的内涵是什么？2. 企业高管荣耀感
的高低如何影响其在公司中的战略决策。具体而言，通过 6 人深度访谈和 50 人的开放式
问题问卷的定性研究提炼了企业高管荣耀感的双维度模型，即世俗荣耀感和神圣荣耀感，
202 名企业高管样本的问卷开发了信度和效度达标的两种荣耀感的测量量表（研究一）；
运用 159 名企业高管的问卷数据（研究二）检验了有关两种荣耀感影响公司战略变革意愿
和行为，以及社会创新的不同作用及其边界条件的理论模型和假设。
本研究的主要结论是：
1. 企业高管的世俗荣耀感和神圣荣耀感均正向影响企业战略主动性、战略变革，以
及社会创新战略，其中神圣荣耀感相比世俗荣耀感，对于公司社会创新战略的影响效应更
大；2.企业高管神圣的荣耀感，相比世俗荣耀刚对公司战略主动性的积极作用，受到其感
知到的基于政策环境变化的心理契约违背的影响更大，而世俗的荣耀感，相比神圣荣耀感
对公司社会创新的正向作用，受到其感知到的基于政策环境变化的心理契约违背的影响更
大。
本论文对战略领导力的研究做出了重要贡献。战略管理研究越来越多地关注人的因
素，尤其是企业高管对企业决策、行为以及绩效的影响，但以往对高阶的研究都集中在对
高管人员认知、背景及经验的探讨，本论文首次聚焦于高管人员的情感体验，通过强调高
管人员的荣耀感对组织战略决策的重要性，本研究大大地扩展了战略领导的研究范畴。
论文从心理学的视角出发，首次从内容和来源视角区分荣耀感的两种类型，对原先
从表现形式（momentary experiences and chronic dispositional tendencies）对荣耀感的
分类是个补充，对心理学领域有关荣耀感的研究做出了贡献。本文创造性地将荣耀感的研
究扩展到了企业管理中的高级管理人员，显著地提高了有关个体荣耀感受的理论与管理学
领域理论和实践运用的相关性。
于高管人员的心理感受却几乎从未触及。心理学研究表明，心理感受会很大程度上影响人
的行为。荣耀感，作为最主要的一种与自我意识相关的心理感受，对于工作行为和结果的
影响都非常大。因而，研究企业高管的荣耀感，对理解和预测他们的行为，进而对预测其
个人意志扮演重要角色的公司战略决策有显著意义。
本论文对企业高管的荣耀感进行了系统研究。通过两个研究，中国企业高管的问卷
调查数据，回答了两个问题：1. 企业高管工作荣耀感的内涵是什么？2. 企业高管荣耀感
的高低如何影响其在公司中的战略决策。具体而言，通过 6 人深度访谈和 50 人的开放式
问题问卷的定性研究提炼了企业高管荣耀感的双维度模型，即世俗荣耀感和神圣荣耀感，
202 名企业高管样本的问卷开发了信度和效度达标的两种荣耀感的测量量表（研究一）；
运用 159 名企业高管的问卷数据（研究二）检验了有关两种荣耀感影响公司战略变革意愿
和行为，以及社会创新的不同作用及其边界条件的理论模型和假设。
本研究的主要结论是：
1. 企业高管的世俗荣耀感和神圣荣耀感均正向影响企业战略主动性、战略变革，以
及社会创新战略，其中神圣荣耀感相比世俗荣耀感，对于公司社会创新战略的影响效应更
大；2.企业高管神圣的荣耀感，相比世俗荣耀刚对公司战略主动性的积极作用，受到其感
知到的基于政策环境变化的心理契约违背的影响更大，而世俗的荣耀感，相比神圣荣耀感
对公司社会创新的正向作用，受到其感知到的基于政策环境变化的心理契约违背的影响更
大。
本论文对战略领导力的研究做出了重要贡献。战略管理研究越来越多地关注人的因
素，尤其是企业高管对企业决策、行为以及绩效的影响，但以往对高阶的研究都集中在对
高管人员认知、背景及经验的探讨，本论文首次聚焦于高管人员的情感体验，通过强调高
管人员的荣耀感对组织战略决策的重要性，本研究大大地扩展了战略领导的研究范畴。
论文从心理学的视角出发，首次从内容和来源视角区分荣耀感的两种类型，对原先
从表现形式（momentary experiences and chronic dispositional tendencies）对荣耀感的
分类是个补充，对心理学领域有关荣耀感的研究做出了贡献。本文创造性地将荣耀感的研
究扩展到了企业管理中的高级管理人员，显著地提高了有关个体荣耀感受的理论与管理学
领域理论和实践运用的相关性。
ContributorsZhou, Jun (Author) / Tsui, Anne (Thesis advisor) / Zhu, Hongquan (Thesis advisor) / Qian, Jun (Committee member) / Arizona State University (Publisher)
Created2018
Description
This dissertation explores the determinants of Chief Executive Officer (CEO) perquisites, i.e., nonmonetary compensation offered to particular employees and not essential to the accomplishment of a CEO’s duties. While the current CEO perquisite literature has focused on understanding the economic determinants of CEO perquisites, I study the social-psychological determinants of perquisites. Specifically, I propose that organizational status is positively associated with CEO perquisites. The status literature suggests that high-status organizations derive benefits from status and status signals, while agency theory proposes that perquisites are a way for CEOs to extract private rents. Therefore, I posit that for high-status organizations, the benefits derived from certain CEO perquisites may negate the costs associated with those perquisites. I examine a specific CEO perquisite: the mandatory use of corporate aircraft for personal travel. Prior research and the popular press suggest that this perquisite is often seen not only as a status signal but also as an agency cost. Accordingly, I hypothesize that higher status organizations and organizations with higher status directors are more likely than lower status organizations or organizations with lower status directors to mandate their CEOs to use corporate aircraft for personal travel. I also propose that the effect is stronger for low- or high-status organizations than for middle-status organizations. In addition, I hypothesize five contingencies moderating the above relationships. I examine hypothesized relationships using a sample of S&P 500 organizations, and I find support for many of my hypotheses. This dissertation contributes to both status and executive compensation literature.
ContributorsKalm, Matias (Author) / Cannella, Albert (Thesis advisor) / Semadeni, Matthew (Thesis advisor) / Lange, Donald (Committee member) / Arizona State University (Publisher)
Created2019
Description
In recent years, companies have been expanding their business efforts on a global scale. This project explores this expansion of American-based multinational corporations (MNCs) in Ireland, and the comparison of how their culture motivation in the workplace. We did a cultural study using Hofstede and Trompenaars' cultural dimensions of the two countries then used McClelland's Needs Theory, Equity Theory, and Herzberg's Motivation-Hygiene Theory in order to create three research questions. (1) How does the manager define success for the firm as a whole and for their employees, (2) How is the definition of success reflected in the company's corporate culture (i.e. values, norms and practices), along with how cultural values, norms and practices affect the company, and (3) How do external forces (i.e. governmental factors, workplace technology, etc.) affect the workplace environment and motivation for employees? With these we hypothesized that for research question 1, we hypothesized that from our study of Hofstede's and Trompenaars' cultural frameworks, Irish employees will show a greater tendency to favor affiliation, nAff, as opposed to a need for achievement, nAch, in American employees, according to McClelland's Needs Theory. For research question 2, we predicted that motivation would be administered through style of feedback to employees and office norms, such as autonomy, flexible hours, and work-life balance. For research question 3, we hypothesized that Ireland would have an impact from external factors such as government and technology, whereas the U.S. employees would face no clear impact. We conducted eight, qualitative interviews using a questionnaire, either in person or via video conference. The interviewees were all managers in some facet and have all had some international experience. Through the analysis of the interviews, we found that the Irish employees focused on how employees are able to help or contribute to a group (nAff), instead of looking at how the contribution of a group can be used to meet individual goals (nAch). The American companies reflected Trompenaars' definition of individualism in which employees focus on collaborating in teams, as long as individual goals are met, and benchmarked collaboration as a performance measure, tying in the need for achievement, for research question one. For the second research question, we found that employees in Ireland had a focus on teamwork in the workplace and much higher respect for work-life balance. American firms, in contrast, had a greater focus on making sure employees were contributing, meeting their goals, and getting their work done. While American firms did acknowledge work-life balance and its importance, there was a priority for coming in early and/or staying late to make sure a job got done. Findings for our third question showed that government factors did impact Ireland more, due to labor laws such as required vacation days in Ireland, and that technology had less of an impact than expected, for both countries. More importantly was our finding that the companies in Ireland were greatly impacted by the decisions made by the business executives in the United States.
ContributorsSong, Jenny Jungwon (Co-author) / Brown, William (Co-author) / Arrfelt, Mathias (Thesis director) / Moore, James (Committee member) / Department of Marketing (Contributor) / Department of Management and Entrepreneurship (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Although there are some key qualities that all good leaders employ, variations in effective leadership approaches are evident across different cultures. This project sought to compare and analyze the differences and similarities in leadership principles between Chinese and American business cultures, with emphasis on the divergence caused by the influences of history, culture and politics.
ContributorsLe Tourneur, Maxine Archondakis (Author) / McKinnon, David (Thesis director) / LePine, Marcie (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2017-12
Description
Through this thesis we studied and interviewed 6 international business managers that oversee employees in countless countries, and the continents of where they work include: Europe, The Americas, Asia, and Africa. These six managers include: David Kuehn and Ann Marie Griffith from the United States; Bogdan Maliszewski from Poland; Denisa Madarova from the Czech Republic; Gert Schmidts from Germany; and Fer Amkreutz from the Netherlands. Per our interview questions, we discussed how these international managers view their company and culture, the external environment, the cultures they work with and oversee, and the future of international management in regards to a universal value system for business. Our questions were constructed using Hofstede's Cultural Dimensions so that we could better understand how Hofstede's Dimensions have changed due to the technological era, in regards to International Management Styles. In the end, we discovered that there is an undeniable change in how international managers are leading their teams. Throughout the business world, cultural dimensions are changing and are becoming more inclusive of other cultures. This allows managers to lead international teams more effectively and efficiently.
ContributorsGriffith, Henry Donovan (Co-author) / Kuehn, Amanda (Co-author) / Moore, James (Thesis director) / Lisjak, Monika (Committee member) / W.P. Carey School of Business (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
This paper focuses on the various types of Theories and Models that are designed to help managers and leaders influence others. Specifically, for this paper I will be exploring these Theories and Models to determine the most promising method of influence. Then I will conduct an experiment to measure the effectiveness of a methods ability to influence within Phi Kappa Theta. I will then compare the increase or decrease of service hours to the Inter Fraternal Council (IFC) at Arizona State University to judge our performance and determine whether the chosen method is effective or not.
ContributorsPetersen, Charles Casper (Author) / Baer, Michael (Thesis director) / Wynn, Bridgette (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
Gamification is the idea of “gamifying” work, to make it more intrinsically motivating. This is an incredibly important aspect of management theory because it gives a different approach to the age old question, how do I motivate my employees to perform better? This study not only looks at gamification, what it is, and how it is used successfully and unsuccessfully; but also looks at gamification from a different light. This study dives into the idea of employee gamification, or when employees “gamify” their own work to keep themselves motivated, without the direction or guidance of a manager. Most importantly, this study looks at the correlation between gamification, likeness of manager, enthusiasm, physical engagement, and a few other variables to figure out what truly is the driving force behind employee motivation. Without the study and proper application of gamification, both managers and employees could be missing out on the potential to increase motivation dramatically, thus in turn creating a more efficient and productive work environment. At the end of the day, every single company is concerned with efficiency; and increasing it should be of the highest concern. This study looks at the potential benefits of gamifying work, while also figuring out what truly is the driving force behind workplace motivation.
ContributorsRosen, Joshua Harry (Author) / Baer, Michael (Thesis director) / Welsh, David (Committee member) / Department of Finance (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
The purpose of this research is to define significant explanatory factors behind differences in work preferences across country of origin, gender, and generation. We conducted a survey through Qualtrics, which consisted of 45 questions. The survey was administered to men and women who were U.S. citizens and non-US citizens and who were from two pre-defined generational groups: Generation X and Generation Z. Furthermore, the questions were intended to determine different work preferences in Hofstede's Cultural Dimensions (Power Distance, Masculinity/Femininity, Individualism/Collectivism, Uncertainty Avoidance), McClelland's Motivational Theory, Alpha/Beta Work Values, and Leadership Traits from the GLOBE study. We also had the opportunity to travel to Tokyo, Japan in December 2016 to gather qualitative research data regarding individuals' opinions and experiences in cultural and gender differences in the workplace. We were able to support hypotheses regarding Hofstede's Cultural Dimensions, Alpha and Beta Values, and Leadership Traits specifically across our gender and generational cohorts. Findings from the study indicate significant variations between all three cohorts. Our literature and hypotheses review, methodology, limitations, practical implications in addition to future research to expand our study will be discussed within this text. We hope to provide context and insight into how businesses of the twenty-first century can be inclusive, fair, and profitable amidst a changing workforce and a host of global factors that are constantly refining the multinational company.
ContributorsJirak, Matthew (Co-author) / Vogliotti-Simental, Hector (Co-author) / LePine, Marcie (Thesis director) / Lee, Peggy (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / W. P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12