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Description
Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two

Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two primary streams of feedback literature-the passive receipt and active seeking-to examine how employees' affective responses to feedback drive how they use feedback to improve performance. I develop and test a model whereby supervisor developmental feedback and coworker feedback seeking relate to the positivity ratio (the ratio of positive as compared to negative affect), enabling them to be more creative and thus improving their performance. I test my model using Experience Sampling Methodology with a sample of MBA students over a two week working period.
ContributorsChristensen, Amanda L (Author) / Kinicki, Angelo (Thesis advisor) / Zhang, Zhen (Committee member) / Hom, Peter (Committee member) / Arizona State University (Publisher)
Created2014
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Description
I develop and test theoretical hypotheses for how employees' authenticity at work influences their motivational, relational, and effectiveness outcomes. These hypotheses are grounded in the idea that when individuals feel they display their true selves at work, they can more fully employ their physical, cognitive and emotional energies in their

I develop and test theoretical hypotheses for how employees' authenticity at work influences their motivational, relational, and effectiveness outcomes. These hypotheses are grounded in the idea that when individuals feel they display their true selves at work, they can more fully employ their physical, cognitive and emotional energies in their work roles, which in turn leads to higher levels of employee effectiveness (e.g., task performance, perceived value to the organization, and promotability). In addition to this personal motivational process, individuals who are more authentic also develop high-quality relationships with their coworkers, thereby receiving more instrumental support and minimizing the antagonistic encounters they have with their colleagues. Both types of coworker interactions should, in turn, also influence the focal individual's effectiveness at work. Finally, I hypothesize that the relationships between authenticity and these relational and effectiveness outcomes are moderated by certain personality traits, such that when an individual is highly narcissistic, has very low self-esteem, or has strongly held values or beliefs generally perceived to be negative or deviant, the relationships change: authenticity's positive influence on coworker instrumental support becomes less positive, and authenticity's negative influence on coworker incivility becomes less negative. These moderation effects are expected for employee effectiveness as well. The sample used to test these hypotheses consisted of 102 employees and their 16 supervisors from two private companies headquartered in the Southwest United States. Authenticity was found to be positively associated with employee engagement, coworker instrumental support, and employee effectiveness, and negatively associated with coworker incivility. Once other factors were controlled for, significant relationships remained with employee engagement and coworker support. Contrary to expectations, neither engagement nor coworker interactions mediated the authenticity-employee effectiveness relationship. A dark side of authenticity was found for two of the three personality traits: self-esteem moderated the relationship between authenticity and coworker instrumental support, such that when self-esteem was low, the relationship between authenticity and coworker support was significantly weaker. Additionally, narcissism moderated the relationship between authenticity and employee effectiveness such that when narcissism was low, the relationship between authenticity and effectiveness was positive, but when narcissism was high, the relationship became negative.
ContributorsBuckman, Brooke R (Author) / Lepine, Jeffery (Thesis advisor) / Peterson, Suzanne (Committee member) / Zhang, Zhen (Committee member) / Arizona State University (Publisher)
Created2014
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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。
ContributorsZheng, Laili (Author) / Pei, Ker-Wi (Thesis advisor) / Chen, Xinlei (Committee member) / Zhu, Hongquan (Committee member) / Arizona State University (Publisher)
Created2019
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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。
ContributorsZhou, Jun (Author) / Tsui, Anne (Thesis advisor) / Zhu, Hongquan (Thesis advisor) / Qian, Jun (Committee member) / Arizona State University (Publisher)
Created2018
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Description
Research suggests that behaving in an ingratiatory manner towards one’s supervisor is a double-edged sword. On the one hand, ingratiation is a powerful tool through which employees develop positive social exchange relationships with target audiences (i.e., supervisors) and subsequently obtain desired outcomes at work. On the other hand, third party

Research suggests that behaving in an ingratiatory manner towards one’s supervisor is a double-edged sword. On the one hand, ingratiation is a powerful tool through which employees develop positive social exchange relationships with target audiences (i.e., supervisors) and subsequently obtain desired outcomes at work. On the other hand, third party observers of ingratiation often view this behavior (and the people enacting it) in a negative manner, thereby hindering ingratiatory employees’ ability to develop high quality social exchange relationships with these individuals. However, this research primarily focuses on how organizational actors perceive of ingratiatory employees while neglecting the social context in which this behavior occurs. This is an important limitation because there are compelling reasons to believe that the social context plays a crucial role in how individuals react to ingratiation. Specifically, the social context may influence the extent to which ingratiation is salient, valued, and/or perceived as normative behavior by organizational members both within and external to the ingratiator-target dyad, which in turn affects how this behavior relates to relationship quality with the target and observers. The objective of my dissertation is to address this limitation by integrating a social context perspective with social exchange theory to build a “frog-pond” model of ingratiation. To that end, I propose that employees’ ingratiation relative to their team members, rather than absolute levels of ingratiation, drives positive exchange quality with supervisors. Furthermore, I hypothesize that congruence between the focal employee’s ingratiation and other team members’ ingratiation increases employees’ social exchange quality with team members. I also shed light on the asymmetrical nature of ingratiation (in)congruence by investigating how different types of congruence and incongruence impact social exchange quality with team members in different ways. In addition, I examine how relative ingratiation indirectly influences supervisors’ citizenship behavior toward the focal employee via focal employee-supervisor social exchange quality, as well as how ingratiation congruence indirectly affects team members’ citizenship behavior toward the focal employee through social exchange quality between the two parties. I test my hypotheses in a multi-wave multi-source field study of 222 employees and 64 teams/supervisors.
ContributorsKim, Ji Koung (Author) / LePine, Jeffery A. (Thesis advisor) / Zhang, Zhen (Committee member) / Baer, Michael D (Committee member) / Arizona State University (Publisher)
Created2019
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Description
Employees are directly involved in work tasks and processes which are necessary to accomplish unit or organizational goals, and accordingly, they may become aware of key mistakes, slips, and failures that are unbeknownst to the leader or supervisor responsible for the work unit or organization. Given that errors or deviations

Employees are directly involved in work tasks and processes which are necessary to accomplish unit or organizational goals, and accordingly, they may become aware of key mistakes, slips, and failures that are unbeknownst to the leader or supervisor responsible for the work unit or organization. Given that errors or deviations in work tasks or processes can have far-reaching effects within the organization, it may be essential for employees to share bad news with their leader or supervisor so that steps can be taken to address the issue or ameliorate negative consequences. However, although employees' sharing of bad news may be important to the organization and should be encouraged, supervisors may respond to the messenger in ways that discourage the behavior. Unfortunately, we lack an explanation of why and under what conditions supervisors respond positively or negatively to employees who share bad news. Thus, the purpose of this dissertation is to address this gap in our understanding. I draw from social exchange theory and the transactional theory of stress to develop a conceptual model of sharing bad news. I suggest that sharing bad news can be cast as a transaction between employees and supervisors that is mediated by supervisors’ appraisals of employees’ sharing the message. The quality of the relationship between an employee and supervisor, or leader-member exchange (LMX), is strengthened when supervisors appraise the sharing of bad news as challenging, or potentially rewarding; however, LMX is weakened when supervisors appraise the sharing of bad news as hindering, or potential harmful. In turn, LMX influences supervisor responses to the sharing of bad news in the form of evaluations of the employee’s effectiveness. In addition to these main effects, I also consider how aspects of the message delivery, such as the timeliness with which messages are conveyed and extent to which employees incorporate solutions when they share bad news, can influence supervisor appraisals of sharing bad news. Finally, I suggest that the extent to which the messenger is responsible for the bad news moderates the relationships between appraisals of sharing bad news and LMX. I test this model in three studies.
ContributorsChamberlin, Melissa (Author) / Lepine, Jeffery (Thesis advisor) / Nahrgang, Jennifer (Committee member) / Zhang, Zhen (Committee member) / Arizona State University (Publisher)
Created2017
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Description近年来,中国内地FOF业务发展迅速,但在业务发展初期的实践中,FOF管理人在遴选基金资产和预测其未来收益等方面遇到诸多困难,传统的FOF组合构建技术往往不理想。本文借鉴海外因子配置相关理论,尝试通过归因分析基金的收益来源,寻找能深度刻画基金经理管理能力的特质因子,创新性地提出了基于权益类基金的特质因子构建FOF组合的新方法。本文选择100家权益类私募基金,通过因子拆解剥离了市场、行业、风格等共同影响因素,遴选出特质因子表现更优的基金经理,而不是仅仅选择过往业绩好的基金经理,并基于特质因子构建一组FOF组合,与此同时,运用传统方法构建基于基金资产的另一组FOF组合,对比两种组合方法的组合绩效,实证结果显示基于特质因子的FOF组合绩效更优。本文进一步运用转移概率矩阵和相关性分析,找到了基于特质因子的FOF组合绩效更优的证据,即特质因子延续性更好和相关性更低。与基于基金资产的FOF组合配置传统方法相比,由于基金的特质因子延续性更好,运用历史数据预测未来收益的确定性相对更好;基金的特质因子之间的相关性低,大幅增强了FOF组合配置的稳定性和分散性。总体来讲,基于特质因子的FOF组合配置方法为FOF管理人提供了一个更量化、更有效、更稳健的组合配置新路径,能有效提升FOF组合配置的绩效。

关键词: FOF、因子投资、组合配置、特质因子
ContributorsLi, Jie (Author) / Zhu, Hongquan (Thesis advisor) / Yan, Hong (Thesis advisor) / Liang, Bing (Committee member) / Arizona State University (Publisher)
Created2020
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Description当前,民营企业已成为中国重要支撑力量,而未来5到10年,约有300多万家民营企业面临传承困境。但学术研究领域在传承整体框架、配套机制建设方面有完整论述、有成功案例的所见不多。首先,针对以上民营企业的传承现状,本文将研究、回答五个问题:1、成功传承的标准和要素是什么?2、传承模式有哪几种,每种模式配套的传承机制是什么,该如何建立?3、民营企业应选择何种传承模式,如何选择?4、民营企业的整套传承方案如何落地搭建?5、是否有普适性的、可借鉴的民营企业传承模型,包含哪些要素?
其次,本文主要使用文献研究、案例研究、实证分析,选取中、美、德、日四家不同传承阶段、不同传承模式的知名民营企业,对其传承情况进行深入研究。在此基础上,归纳总结出传承的关键要素,对前述五个问题进行系统解答。同时,本文创新性地结合理论研究、案例研究及企业实践,提出适合我国大部分民营企业的传承全周期管理框架。
最后,根据以上研究,本文总结出关于中国民营企业传承的八大结论及建议:1、本质:权力的交接和义务的传递;2、两大风险:继任风险(继任人的能力要求)、代理风险(继任人对企业核心理念的意愿/忠诚度);3、降低风险的四大机制:领袖锻造、人才梯队、管控治理、激励机制;4、两大成功要素:“选领袖”和“建机制”;5、四大机制是并行推进、相辅相成的,要尽早构建、持续优化;6、三大模式:家族成员继承、内生培养经理人、外聘职业经理人;7、民营企业传承模型包含七大要素、五大步骤;8、民营企业在制定传承方案时,除了要注意传承模型中的要素,还要注意其他关键要素。
ContributorsCao, Jianwei (Author) / Huang, Xiaochuan (Thesis advisor) / Liang, Bing (Thesis advisor) / Cheng, Shijun (Committee member) / Arizona State University (Publisher)
Created2020
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Description
This dissertation addresses two issues in the literature on informal leadership emergence (i.e., the process of an individual without a formal leadership position coming to exert leadership influence over others). First, scholars have focused on situations in which a focal person’s leadership claiming is aligned with a peer’s leadership granting.

This dissertation addresses two issues in the literature on informal leadership emergence (i.e., the process of an individual without a formal leadership position coming to exert leadership influence over others). First, scholars have focused on situations in which a focal person’s leadership claiming is aligned with a peer’s leadership granting. In doing so, past work has overlooked instances of misalignment, that is, when a focal person claims more leadership than a peer grants (i.e., overclaiming) or when a peer grants more leadership than a focal person claims (i.e., underclaiming). Second, the consensus in the literature suggests that emerging as an informal leader provides more beneficial outcomes to the individual and their team than non-emerging. However, I argue that this assumption may not be warranted in some situations, for example when a focal person’s lack of claiming is aligned with a peer’s lack of granting. Drawing on the leadership identity claiming and granting framework, I postulate four forms of informal leadership (non)emergence, namely (1) dyadic emergent leadership, (2) dyadic leadership absence, (3) overclaiming, and (4) underclaiming. Based on role theory, I then build theory regarding their effects on behavioral consequences through affective and cognitive mechanisms. More precisely, I suggest that forms characterized by congruence in leadership claiming and granting (as opposed to forms characterized by incongruence) result in increased peer backing-up behavior towards the focal person (mediated by enthusiasm and respect) and reduced peer social undermining (mediated by anger and revenge cognitions). I further hypothesize asymmetrical incongruence effects and consider a focal person’s prosocial motivation as a boundary condition. I conducted three studies to examine my theorizing. In Pilot Study 1 (N = 199), I adapted and validated a measure to assess leadership claiming and granting. In Pilot Study 2 (N = 151), I shortened established measures. In the Main Study (N = 279), I tested my theoretical predictions yielding mixed findings. Whereas I find support for the congruence effect on backing-up behavior, all other hypotheses were not supported. I report supplemental analyses to examine these null results and discuss the theoretical, empirical, and practical implications of this research.
ContributorsVaulont, Manuel J (Author) / LePine, Jeffery A (Thesis advisor) / Zhang, Zhen (Committee member) / Craig, Jennifer N (Committee member) / Wellman, Ned (Committee member) / Arizona State University (Publisher)
Created2021
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Description全球化经济背景下,跨国公司愈发依赖国际化的任务管理新的全球化机会。对于跨国企业来说,外派高管具有重要的战略决策地位.他们的离职对于跨国企业的经营发展是更加严峻的挑战。因此,本研究关注海外派遣高管的离职倾向问题。首先,基于社会网络理论和社会资本理论,本研究认为外派高管在东道国当地的中方社会网络体现了他们在当地持有的社会资本状况,外派高管通过中方社会网络实现了资源获取和情感获取,进而抑制了他们的离职倾向。而且随着文化距离的扩大,外派高管嵌入东道国中方社会网络对其离职倾向的抑制作用更加明显。其次,本研究基于现有研究,并结合对外派高管的访谈结果,构建了各变量的测量量表,并且形成了问卷。在有效问卷的基础上,本研究进行了信度和效度检验以及共同方差偏差检验,并且利用探索性因子分析和多重线性回归分析的方法进行实证检验。实证结果表明,资源获取效果部分中介网络规模和网络中心度对外派高管离职倾向的负向影响,情感获取效果在网络规模和网络关系强度同外派高管离职倾向之间的关系中存在部分中介作用。此外,随着文化距离的增加,外派高管异地嵌入中方社会网络的网络规模、网络中心度和网络关系强度的负向影响均得到增强。最后,基于本文的实证研究结果,并结合我国跨国企业外派高管离职形势的现状,提出了跨国企业合理培育和利用高管社会网络和社会资本的建议。同时,对本文的研究不足和未来展望进行总结。
ContributorsLu, Jianli (Author) / Chen, Pei-Yu (Thesis advisor) / Cheng, Shijun (Thesis advisor) / Zhang, Zhen (Committee member) / Arizona State University (Publisher)
Created2021