Sheng-Wuu Joe, Wei-Ting Hung, Chou-Kang Chiu, Chieh-Peng Lin and Ya-Chu Hsu
To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover…
Abstract
Purpose
To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover intention based on the ethical climate theory and social identity theory.
Design/methodology/approach
The hypotheses of this study were statistically tested using a survey of working professionals from Taiwan’s high-tech industry. Of the 400 questionnaires distributed to the working professionals from five large high-tech firms in a well-known science park in Northern Taiwan, 352 usable questionnaires were returned for a questionnaire response rate of 88 percent.
Findings
The test results of this study first show that all three dimensions of ethical climate (i.e. instrumental, benevolent, and principled) are indirectly related to turnover intention via the mediation of firm attractiveness. Moreover, instrumental and benevolent climate directly relate to turnover intention, whereas benevolent climate negatively moderates the relationship between principled climate and firm attractiveness.
Originality/value
This study finds that benevolent climate plays a dual role as an antecedent and a moderator in the formation of turnover intention, complementing prior studies that merely concentrate on the single role of benevolent climate as either an antecedent or a moderator. The effect of principled climate on organizational identification complements the theoretical discussion by Victor and Cullen (1987) about deontology in which an ethical workplace climate (such as legitimacy) drives employees to invest in identity attachments to the organization and influences their future career decision (e.g. turnover).
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Chieh-Peng Lin, Na-Ting Liu, Chou-Kang Chiu, Kuang-Jung Chen and Ni-Chen Lin
The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes…
Abstract
Purpose
The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX.
Design/methodology/approach
The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan.
Findings
The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX.
Originality/value
This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.
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Chou-Kang Chiu, Chieh-Peng Lin, Yuan-Hui Tsai and Siew-Fong Teh
The purpose of this paper is to explore the development of knowledge sharing from the perspectives of broaden-and-build theory and expectancy theory. Its research purpose is to…
Abstract
Purpose
The purpose of this paper is to explore the development of knowledge sharing from the perspectives of broaden-and-build theory and expectancy theory. Its research purpose is to understand how knowledge sharing is driven by such predictors as optimism, pessimism, and positive affect through their complex interactions with collectivism or power distance. In the proposed model of this study, knowledge sharing relates to optimism and pessimism via the partial mediation of positive affect. At the same time, the influence of optimism, pessimism, and positive affect on knowledge sharing are moderated by the national culture of collectivism and power distance, respectively.
Design/methodology/approach
This study’s hypotheses were empirically tested using data from high-tech firms across Taiwan and Malaysia. Of the 550 questionnaires provided to the research participants, 397 usable questionnaires were collected (total response rate of 72.18 percent), with 237 usable questionnaires from Taiwanese employees and 160 usable questionnaires from Malaysian employees. The data from Taiwan and Malaysia were pooled and analyzed using: confirmatory factor analysis for verifying data validity, independent sample t-tests for verifying the consistency with previous literature regarding cultural differences, and hierarchical regression analysis for testing relational and moderating effects.
Findings
This study demonstrates the integrated application of the broaden-and-build theory and expectancy theory for understanding optimism, pessimism, and positive affect in the development of knowledge sharing. The test results confirm that positive affect partially mediates the relationship between optimism and knowledge sharing and fully mediates the relationship between pessimism and knowledge sharing. Moreover, collectivism and power distance have significant moderating effects on most of the model paths between knowledge sharing and its predictors except for the relationship between pessimism and knowledge sharing.
Originality/value
This study extends the expectancy theory to justify how optimistic and pessimistic expectations are stable traits that dominate the way employees share their knowledge sharing. This study shows how collectivism and power distance of Hofstede’s cultural framework can be blended with the broaden-and-build theory and expectancy theory to jointly explain knowledge sharing. Besides, this study provides additional support to the adaptation theory of well-being that suggests psychosocial interventions, which manage to enhance well-being by leveraging positive affect, hold the promise of reducing stressful symptoms and boosting psychological resources among employees.
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Chieh‐Peng Lin and Chou‐Kang Chiu
Helping intention is an important value that holds the key to the continuous user growth of instant messaging (IM). The purpose of this study is to validate a research model that…
Abstract
Purpose
Helping intention is an important value that holds the key to the continuous user growth of instant messaging (IM). The purpose of this study is to validate a research model that examines online helping intention from a perspective of online social capital.
Design/methodology/approach
Empirical testing of this model, through a survey of employees from seven large companies, confirms some theoretical expectations of this study. Two of the seven companies are from general service industries and the other five companies are from high‐tech industries. Of the 500 questionnaires distributed to participants, 364 usable questionnaires were returned for an effective response rate of 72.8 per cent.
Findings
Helping intention is influenced by reciprocity, shared narratives, centrality, and network ties, whereas commitment and shared codes and language are not significantly related to helping intention.
Research limitations/implications
Based on the test results of this study, helping intention is affected by different social capital dimensions. In particular, low helping intention is attributed to a lack of online social capital, which can result from weak reciprocity, shared narratives, centrality, and network ties. This study has some limitations that relate to the measurement and interpretation of results. A major limitation is the possibility of a common method bias by using a single questionnaire to measure all constructs, which may inflate the strength of the relationships among these research constructs.
Practical implications
This study recommends that those who support the establishment of helping culture among instant messaging users place emphasis on relational, cognitive, and structural capital. Both IM service developers and users should be aware that helping intention can be discouraged if any single dimension of social capital is ignored.
Originality/value
This paper fulfils an identified need to study how online helping intention can be strengthened.
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Chou‐Kang Chiu, Chi‐Sheng Chien, Chieh‐Peng Lin and Ching Yun Hsiao
This study seeks to fill a gap by investigating the moderating effects of LOC on each model path across internals and externals.
Abstract
Purpose
This study seeks to fill a gap by investigating the moderating effects of LOC on each model path across internals and externals.
Design/methodology/approach
The sample comprised 242 professional staff across a wide range of departments of a large organization in metropolitan Taipei, Taiwan. Following data collection, structural equation modeling is applied to conduct data analysis for confirmatory factor analysis.
Findings
Test results indicate that global job satisfaction influences turnover intentions and organizational commitment is more for internals than externals. Organizational commitment influences turnover intentions similarly for both internals and externals. Furthermore, the influence of perceived job stress on job satisfaction and organizational commitment is stronger for externals than internals. Finally, leadership support influences job satisfaction more for internals than externals.
Practical implications
Support for the proposed model provides encouragement for health care leaders interested in creating stable and low turnover environments that benefit both employees and organizations. Creating enhanced work environments that strengthen leadership support for employees acting on their own expert judgment and relieving job stress are essential for fostering job satisfaction and organizational commitment. Moreover, boosting job satisfaction and organizational commitment will ultimately lead to reduced turnover intentions.
Originality/value
This study suggests that employees differ in terms of their locus of control, and that the differences are manifested in perceptions of job stress and leadership support.