Jin-Feng Uen, Rama Krishna Kishore Vandavasi, Kun Lee, Prasanthi Yepuru and Vipin Saini
This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).
Abstract
Purpose
This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).
Design/methodology/approach
This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2.
Findings
Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap.
Practical implications
This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB.
Originality/value
This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.
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Ching-Wen Kung, Jin Feng Uen and Shou-Chi Lin
The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership…
Abstract
Purpose
The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.
Design/methodology/approach
Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model.
Findings
Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors.
Practical implications
This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors.
Originality/value
This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.
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Rama Krishna Kishore Vandavasi, David C. McConville, Jin-Feng Uen and Prasanthi Yepuru
The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.
Abstract
Purpose
The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.
Design/methodology/approach
Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.
Findings
The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.
Research limitations/implications
Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.
Originality/value
This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.
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Chun-Shan Tai, Jin-Feng Uen and Szu-Hsien Lu
Most small- and medium-sized high-tech companies lack resources compared to large corporations, making it challenging to fully develop an employer brand. Therefore, identifying…
Abstract
Purpose
Most small- and medium-sized high-tech companies lack resources compared to large corporations, making it challenging to fully develop an employer brand. Therefore, identifying the subdimensions of employer branding that are important to talent in startup tech companies is crucial. Additionally, startups have higher organisational agility. Integrating this agility into an employer’s brand can enhance the unique value of startups, which is vital for employee retention.
Design/methodology/approach
Taiwan has many high-technology companies, and the competition to acquire talent is fierce. Hierarchical linear modelling is used. Data are collected from 219 employees of 51 high-technology startup companies.
Findings
The subcomponents of employer brand, “healthy work atmosphere”, “training and development” and “compensation and benefits”, significantly influence employee retention in high-tech startups. Additionally, agile values positively influence employee retention and positively moderate the relationship between the employer brand’s “healthy working atmosphere” and “training and development” with employee retention.
Originality/value
This study expands the theoretical content of employer branding. In resource-constrained small startup tech companies, greater focus should be placed on developing the three sub-dimensions. Although employee growth needs can compensate for some of the shortcomings of employer brands, employees still expect high salaries and benefits. Additionally, this study discusses agile values through empirical research, filling the gap in past research on agile values, which primarily focused on qualitative studies. We use the organisational culture perspective to determine whether agile values can enhance employee retention in rapidly changing environments. Agile values positively affect work environments.
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Jin Feng Uen, Shu-Yuan Chen, Hsien-Chun Chen and Chih-Tang Lin
– The purpose of this paper is to investigate the cross-level relationship between moral obligation violation, overall justice climate, and survivors’ commitment.
Abstract
Purpose
The purpose of this paper is to investigate the cross-level relationship between moral obligation violation, overall justice climate, and survivors’ commitment.
Design/methodology/approach
Data were obtained from 25 companies with 261 individual employees’ cases from three main industries in Taiwan (n=25/261).
Findings
Organizations which have moral obligation violation during layoff would directly influence survivors’ perceptions of justice and further affect survivors’ level of affective commitment.
Originality/value
This is one of the first studies to provide evidence of the relationship between moral obligation violation, overall justice climate and survivors’ affective commitment. Additionally, most studies of survivors’ attitude and behavior are based on the third-party perspective; this study is the first to argue that survivors are also affected by employers’ layoff as well as victims. The influence of layoff will lead to survivors’ subsequent attitude and behavior.
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Jin‐Feng Uen, Ting Wu, Huei‐Chun Teng and Yu‐Shuan Liu
The purpose of this paper is to investigate the messages delivered by transformational leaders to front‐line employees to build an organizational brand climate and encourage…
Abstract
Purpose
The purpose of this paper is to investigate the messages delivered by transformational leaders to front‐line employees to build an organizational brand climate and encourage employees' branding behaviors, to attain better company performance within the Taiwanese hotel industry.
Design/methodology/approach
Survey data were obtained from 34 human resource managers and 326 customer contact employees working in Taiwanese hotels.
Findings
Transformational leadership was found to have both direct and indirect positive influences on the development of organizational brand climate and employees' branding behavior.
Practical implications
Results suggest that transformational leaders may facilitate employees' branding behaviors by developing an organizational brand climate to distinguish the organization from its competitors and develop long‐term customer relationships.
Originality/value
This study advances the knowledge of antecedents and outcomes of the organizational brand climate by applying a multilevel approach to reflect the hierarchical nature of brand distinctiveness within the Taiwanese hotel industry.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Results showed that team-level job crafting had a significant positive effect on IWB. Results also showed that team job crafting had a significant positive influence on the mediator, team PsyCap.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.