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Article
Publication date: 5 August 2022

Jia-Bo Guo, Hao-Chieh Lin and Yi-Hsien Wang

Because of the interest of enterprises and unions are often conflicting. For unions, how to promote union instrumentality is a critical issue. This study aims to apply the…

149

Abstract

Purpose

Because of the interest of enterprises and unions are often conflicting. For unions, how to promote union instrumentality is a critical issue. This study aims to apply the resource dependence theory to examine the role of cooperative approach to conflict in the relationship between union–enterprise guanxi and union instrumentality under the moderation of union leader humility.

Design/methodology/approach

A questionnaire survey was undertaken to collect data from enterprise human resource (HR) manager and union stewards in Taiwanese firms using a dyadic approach. Hierarchical regression analysis and bootstrapping with a mediation model and moderated-mediation model were used to test the hypotheses.

Findings

The results show that cooperative approach to conflict is a prominent mediator between union–enterprise guanxi and union instrumentality, while union leader humility strengthens the positive association between cooperative approach to conflict and union instrumentality. Moderated-mediation analysis further demonstrates that the influence of the cooperative approach to conflict is stronger when there is a higher level of union leader humility.

Originality/value

The study offers an integrated picture about how union–enterprise social relationships promote union instrumentality.

Details

International Journal of Conflict Management, vol. 34 no. 1
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 1 July 2006

Ing‐Chung Huang, Hao‐Chieh Lin and Chih‐Hsun Chuang

The purpose of this paper is to examine the effect of individual‐based, firm‐based, and market factors on job retention, basing its hypotheses on human capital theory and…

12041

Abstract

Purpose

The purpose of this paper is to examine the effect of individual‐based, firm‐based, and market factors on job retention, basing its hypotheses on human capital theory and signaling models.

Design/methodology/approach

By collecting secondary data on 180 employees who left their jobs at one firm and interviewing human resource managers and those who left for other jobs, factors determining the decision to stay with a firm for a certain period were investigated. Hierarchical regression analyses were performed to test hypothesized relationships.

Findings

Marriage, gender, honored employee status, relative pay (both inter‐firm and intra‐firm wages), speed of promotion, and economic cycles had a significant impact on how long the employees retained their jobs, but education level and individual performance did not. Firm‐specific human capital, wages, and signaling effects were proved to affect job retention. Firm‐based factors had a significantly more pronounced impact on the ultimate decision than individual‐based factors.

Research limitations/implications

This study examines worker mobility from the perspective of actual length of job retention, complementing existing streams of research based on intention to leave. Because a few unexamined psychological and sociological factors may confound the findings and because only examine one firm is examined, care should be used when generalizing the findings to other firms.

Practical implications

The study provides evidence useful in the creation of human resource management practices aimed at retaining competent employees.

Originality/value

This study's research questions and methods are new to the line of turnover studies, making it a starting point for further lines of exploration.

Details

International Journal of Manpower, vol. 27 no. 5
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 3 October 2016

Ming-Jer Chen

The purpose of this paper is to bridge the understanding of apparent dichotomies such as East and West, philosophy and social sciences, and antiquity and modernity, and to…

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Abstract

Purpose

The purpose of this paper is to bridge the understanding of apparent dichotomies such as East and West, philosophy and social sciences, and antiquity and modernity, and to continue the vibrant expansion of competitive dynamics study into the realm of East-West theoretical fusion.

Design/methodology/approach

The author looks to classical Chinese philosophy to discover the origins and nature of competitive dynamics. The paper develops the premise that the foundational thrusts of this contemporary Western management topic spring from ancient Eastern conceptions of duality, relativity, and time.

Findings

Research inroads are made along two paths. First, the paper traces the theoretical and philosophical underpinnings of competitive dynamics to Eastern thinking. Then by bridging what have customarily been perceived as fundamentally different paradigms, it reveals, in a new light, empirical findings in this strategy subfield.

Research limitations/implications

Linking Western management science, and specifically the study of competitive dynamics, to classical Eastern philosophy raises new research questions in the areas of international management and management education as well as competitive dynamics. In the latter, the paper suggests opportunities for exploring connections between traditional Chinese concepts and contemporary organizational and competition research issues, including competitive and cooperative relationships at the industry level. Future research may also investigate the fundamental differences and similarities between Eastern and Western philosophies, and their implications for competitive strategies.

Originality/value

From a relatively obscure corner of business academia, competitive dynamics now occupies a distinct place in strategic management research and is a topic of intense interest to scholars in a variety of disciplines. The usual view is that competitive dynamics fits squarely in the spectrum of social sciences, an organically home-grown area of Western study. This paper examines the topic from a distinctly different angle – through the lens of ancient Eastern philosophy – to discern deeper a deeper meaning and wider application.

Details

Cross Cultural & Strategic Management, vol. 23 no. 4
Type: Research Article
ISSN: 2059-5794

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