Matching Items (24)
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 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
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 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
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 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
Description
This project examines the secretive world of the Venture Capital Industry specifically focusing on the ideology of gender inequality. Through research it has been found that females within the industry at the partnership level have actually decreased. By completing a literature review, we found that there were several biases and stereotypes that are prevalent within the industry and could be contributing factors for the decreasing participation. Following our literature review, we focused on a sample of 100 from the LPJ Index, and gathered data on all individuals listed, those at the partnership level and all other individuals within the industry. Through analyzing our data we found that female participation at the partner level is low and more importantly that 68% of firms do not even have a female partner in their ranks. We found that male and female partners have relatively the same education and the same areas of interest, which should suggest that they are on the same playing field, which is clearly not represented in the partnership composition, where males are dominating the industry. These findings lend credence to some of the deep rooted stereotypes that are facing females in the Venture Capital Industry and could explain why there are not many opportunities for them. Through future research and participation from firms to actively help increase the opportunities for women, the gender inequality that is facing the Venture Capital Industry can begin to narrow.
ContributorsBaker, Audree (Co-author) / McCormick, Bobby (Co-author) / Lee, Peggy (Thesis director) / Peterson, Suzanne (Committee member) / Barrett, The Honors College (Contributor) / College of Letters and Sciences (Contributor) / W. P. Carey School of Business (Contributor) / Department of Management (Contributor) / School of Social and Behavioral Sciences (Contributor)
Created2015-05
Description
In a global environment, innovation has become especially important to remain competitive in the market. Many factors affect the rate of innovation. Specifically, national culture significantly impacts a nation's ability to innovate. Using Hofstede's cultural dimensions [Power Distance, Individualism, Masculinity, Uncertainty Avoidance], this research attempts to explain a culture's effects on innovation. Based on data from the Organization for Economic Cooperation and Development (OECD), countries showing higher levels of innovation correlate with better quality of life and profitability amongst corporations in countries. Organizations can use the correlations identified between each of Hofstede's frameworks to improve company culture and increase rates of innovation. A low Power Distance and Uncertainty Avoidance coupled with an Individualistic culture had the largest positive effect on innovation.
ContributorsMccormick, Alysa Lauren (Author) / Lee, Peggy (Thesis director) / LePine, Marcie (Committee member) / W. P. Carey School of Business (Contributor, Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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
Description
Globalization has necessitated cross-cultural communication among groups and individuals alike, often beginning with management. This project considers how the degree of Power Distance, one of Hofstede's cultural dimensions, may change over time as a result of exposure to different, and often opposing, cultural values. We conducted two surveys 12 weeks apart collecting an initial sample of 317 and retaining a secondary sample of 142. We gathered data on demographics, education, on-campus involvement, cultural dimensions, and levels of comfort with different cultures. Through data analysis we found that as a result of exposure to different cultural values, cultural groups adjust their own views on Power Distance. Specifically, we found that the Anglo cultural group and the international cultural subgroup that had been living in the U.S. for less than 10 years trended towards each other on levels of Power Distance. We also found that international female students adjusted to new cultural surroundings faster than their male counterparts. These discoveries have led us to conclusions regarding the influence of awareness of other cultural values through international exposure, specifically that of Power Distance, as well as male versus female differences in cultural adjustment, and how differing views might trend towards each other with recurrent interaction.
ContributorsNiren, Alyssa (Co-author) / Davidson, Rachel (Co-author) / Lee, Peggy (Thesis director) / Zhang, Zhen (Committee member) / Department of Supply Chain Management (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / School of International Letters and Cultures (Contributor) / Department of Information Systems (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
This paper studies the dynamic relationship between the pricing of Alternative Asset Management products and macroeconomic variables. It does so using an index of Alternative Asset Management products, employing a VAR framework and examining the implied impulse response functions. I find a bivariate causal relation between the expected rate of return on Alternative Asset Management products and the growth rate of industrial value added. I also find that the CPI, the yield on one-year national debt, the weighted average yield of bond repurchases in interbank bond market, and the one-year loan interest rate can influence the expected return rate of Alternative Asset Management products. An analysis of the variance decomposition suggests that macroeconomic variables have a different impacts on forecast errors variance.
ContributorsHuang, Jianxian (Author) / Wahal, Sunil (Thesis advisor) / Chang, Chun (Thesis advisor) / Lee, Peggy (Committee member) / Arizona State University (Publisher)
Created2016
Description
Based on multiple case studies of the transactions in China by private equity funds, this paper attempts to explore the value-creation capabilities of private equity funds at the transaction/deal level.
Previous studies on financial performance of PE funds utilized data collected from publically traded companies in European/US markets. By measuring financial performance of both “pre- and post-transactions,” these studies researched two questions: 1) Do buyout funds create value? 2) If they do, what are the sources of value creation? In general, studies conclude that private equity/buyout funds do create value at both the deal level and investor level. They also identified four possible sources of such value creation: 1) undervaluation, 2) leverage effect, 3) better governance, and 4) operational improvement.
However, relatively little is known about the process of value creation. In this study, I attempt to fill that gap, revealing the “secret recipe” of value creation.
By carefully looking into the process of value creation, this study suggests five propositions covering capabilities at 1) deal selection/screening, 2) deal structuring, 3) operational improvement, 4) investment exit, and 5) Top Management Team (TMT). These capabilities at private equity/buyout funds are critical factors for value creation. In a thorough review of the value-creation process, this paper hopes to:
1) Share real-life experiences and lessons learned on private equity transactions in China as a developing economy.
2) Reveal the process of deal/transaction to observe measures taken place within deal/transaction for value creation.
3) Show how well-executed strategies and capabilities in deal selection/screening, deal structuring, operational improvement, and investment exit can still create value for private equity firms without financial leverage.
4) Share the experience of State-Owned Enterprises (SOE) reform participated in by private equity firms in China. This could provide valuable information for policy makers in China.
Previous studies on financial performance of PE funds utilized data collected from publically traded companies in European/US markets. By measuring financial performance of both “pre- and post-transactions,” these studies researched two questions: 1) Do buyout funds create value? 2) If they do, what are the sources of value creation? In general, studies conclude that private equity/buyout funds do create value at both the deal level and investor level. They also identified four possible sources of such value creation: 1) undervaluation, 2) leverage effect, 3) better governance, and 4) operational improvement.
However, relatively little is known about the process of value creation. In this study, I attempt to fill that gap, revealing the “secret recipe” of value creation.
By carefully looking into the process of value creation, this study suggests five propositions covering capabilities at 1) deal selection/screening, 2) deal structuring, 3) operational improvement, 4) investment exit, and 5) Top Management Team (TMT). These capabilities at private equity/buyout funds are critical factors for value creation. In a thorough review of the value-creation process, this paper hopes to:
1) Share real-life experiences and lessons learned on private equity transactions in China as a developing economy.
2) Reveal the process of deal/transaction to observe measures taken place within deal/transaction for value creation.
3) Show how well-executed strategies and capabilities in deal selection/screening, deal structuring, operational improvement, and investment exit can still create value for private equity firms without financial leverage.
4) Share the experience of State-Owned Enterprises (SOE) reform participated in by private equity firms in China. This could provide valuable information for policy makers in China.
ContributorsYe, Youming (Author) / Lee, Peggy (Thesis advisor) / Zhu, Ning (Thesis advisor) / Wahal, Sunil (Committee member) / Arizona State University (Publisher)
Created2016
Description
Shareholder Activism is a mechanism by which investors who hold a significant but
non-majority percentage of a company’s stock, exercise their voting rights, participate in
corporate governance and influence operational decisions of target companies. The
purpose is improve corporate governance, increase firm performance and boost share
-holders’ returns. Existing studies of shareholder activism, based largely in mature
capital markets like the US, come to different conclusions regarding its impact on firm
performance.
In this paper, I collect data on shareholder activism events in the China A Share
market between 2006 and 2016. The sample includes 60 companies targeted by 42
activist investors over this period. I find that institutional investors, typically industrial
capital and private funds, playing an increasingly important role in corporate governance
of Chinese listed companies through activism. The disclosure of the holdings of activists
results in large gains in the target firm. I also find subsequent improvements in long
-term operational performance of target firms. Activist investors in China focus on
smaller targets and those characterized by higher agency costs and lower operating
performance. Activists appear to be largely concerned with improvements in business
strategy and M&A activity. Non-hostile behavior is more likely to be related to successful
activism in China. In addition to statistical evidence, I present case studies of the
“BaoWan dispute” and the activist investment of Butterfly Capital in two firms,
“Guonong” and “Xiuqiang”. The case studies highlight the mechanism employed by these
firms to influence performance.
I conclude with policy recommendations and direction for further research.
non-majority percentage of a company’s stock, exercise their voting rights, participate in
corporate governance and influence operational decisions of target companies. The
purpose is improve corporate governance, increase firm performance and boost share
-holders’ returns. Existing studies of shareholder activism, based largely in mature
capital markets like the US, come to different conclusions regarding its impact on firm
performance.
In this paper, I collect data on shareholder activism events in the China A Share
market between 2006 and 2016. The sample includes 60 companies targeted by 42
activist investors over this period. I find that institutional investors, typically industrial
capital and private funds, playing an increasingly important role in corporate governance
of Chinese listed companies through activism. The disclosure of the holdings of activists
results in large gains in the target firm. I also find subsequent improvements in long
-term operational performance of target firms. Activist investors in China focus on
smaller targets and those characterized by higher agency costs and lower operating
performance. Activists appear to be largely concerned with improvements in business
strategy and M&A activity. Non-hostile behavior is more likely to be related to successful
activism in China. In addition to statistical evidence, I present case studies of the
“BaoWan dispute” and the activist investment of Butterfly Capital in two firms,
“Guonong” and “Xiuqiang”. The case studies highlight the mechanism employed by these
firms to influence performance.
I conclude with policy recommendations and direction for further research.
ContributorsXie, Fenghua (Author) / Wahal, Sunil (Thesis advisor) / Yan, Hong (Thesis advisor) / Lee, Peggy (Committee member) / Arizona State University (Publisher)
Created2017