Search results

1 – 10 of 11
To view the access options for this content please click here
Article
Publication date: 13 April 2020

Ci-Rong Li, Yanyu Yang, Chen-Ju Lin and Ying Xu

This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative…

Abstract

Purpose

This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative performance at the within-person level. Furthermore, to establish a boundary condition of the predicted relationship, the authors build a cross-level model and examine how approach motivation and avoidance motivation moderate the complex relationship between creative self-efficacy and individual creative performance.

Design/methodology/approach

To obtain results from a within-person analysis, the authors collect multi-source data from 125 technicians who provided monthly reports over an 8-month period.

Findings

The authors find evidence of an inverted U-shaped relationship between creative self-efficacy and individual creative performance at the within-person level and differential moderating effects of approach/avoidance motivations.

Originality/value

This study is one of the first to challenge the assumption that creative self-efficacy always has a positive linear relationship with creativity. It provides a more complete view of the complex pattern between creative self-efficacy and creativity at the within-person level.

To view the access options for this content please click here
Article
Publication date: 1 February 2018

Ci-Rong Li, Chun-Xuan Li, Chen-Ju Lin and Jing Liu

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team…

Abstract

Purpose

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.

Design/methodology/approach

The authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.

Findings

This study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambidexterity. Furthermore, consistent with the notion from categorization-elaboration model, the authors found the curvilinear relationship that functional background diversity has with both team ambidexterity and team reflexivity. Finally, the authors also found that the curvilinear relationship between functional background diversity and team reflexivity was moderated by shared meta-knowledge, such that the positive relationship was strengthened and the negative relationship weakened, in higher shared meta-knowledge in teams rather than lower.

Originality/value

The results demonstrate that team diversity-team ambidexterity relationship is much more complicated than previous works have assumed or suggested. Overall, the authors contribute to a novel understanding about the importance of team diversity in ambidextrous teams by opening the black box of how and when functional background diversity and team ambidexterity.

Details

Management Decision, vol. 56 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 14 September 2017

Chen-Ju Lin

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related…

Abstract

Purpose

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors.

Design/methodology/approach

Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity.

Findings

This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity.

Originality/value

In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

Details

Leadership & Organization Development Journal, vol. 38 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 2 May 2017

Bao-Da Xu, Shu-Kuan Zhao, Ci-Rong Li and Chen-Ju Lin

The purpose of this paper is to test a multilevel framework to further explicate how team leaders’ authentic leadership is related to their followers’ individual creativity.

Abstract

Purpose

The purpose of this paper is to test a multilevel framework to further explicate how team leaders’ authentic leadership is related to their followers’ individual creativity.

Design/methodology/approach

This study is based on a questionnaire survey/analysis of analyses of multisource and lagged data from 63 team leaders and 428 followers in Taiwan.

Findings

The findings demonstrated that leader-member exchange (LMX) and team psychological safe climate mediated the positive relationship of authentic leadership on followers thriving at work. Furthermore, employee thriving at work sequentially mediated the positive relationship between authentic leadership and employee creativity. The author also found that indirect relationship of LMX with employee creativity through thriving at work was stronger when authentic leadership was higher.

Originality/value

The authors contribute to the existing understanding that authentic leadership relates to individual creativity through three multilevel mechanisms: leaders modeling their authenticity to develop and maintain their dyad-level exchange relationships with their followers (LMX), motivating the team, captured by team-level psychological safe climate and its members, reflected by employee-level thriving at work, and facilitating the relationship between LMX and employee thriving at work.

Details

Leadership & Organization Development Journal, vol. 38 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 5 February 2018

Ci-Rong Li, Chun-Xuan Li and Chen-Ju Lin

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory…

Abstract

Purpose

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus and team bureaucracy.

Design/methodology/approach

The authors collected data from 377 members and their leaders within 56 R&D teams in two Taiwanese companies.

Findings

A team promotion focus was positively related, whereas a team prevention focus was negatively related, to both team innovation and member creativity through team perspective taking and employee information elaboration, respectively. Furthermore, team bureaucracy played a moderating role that suppressed the indirect relationship between team regulatory focus and creativity.

Originality/value

This is one of first studies to explore an underlying mechanism linking team regulatory focus and both team innovation and member creativity. The authors provide a more complete view of the creative and innovation implications of team-level self-regulation.

Details

Personnel Review, vol. 47 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 7 November 2016

Chen-Ju Lin and Hwang-Yeh Chen

This study was commissioned by DA-AI Technology Co. Ltd. and used the outcomeexpectancy theory from the social cognitive framework and concept of planned behavior to…

Abstract

Purpose

This study was commissioned by DA-AI Technology Co. Ltd. and used the outcome expectancy theory from the social cognitive framework and concept of planned behavior to structure an outside-inside user expectancy model. The purpose of this study is to identify the elements that influence internal customers to select green products.

Design/methodology/approach

The model reflected the outside expectancy of users regarding three aspects: perceived benefits, barriers and perceived corresponding value of green products as the stimulus of a user-perceptive process. The trained onsite interviewers collected 438 completed questionnaires focused on the volunteers of Tzu Chi as the main subjects of this study.

Findings

The volunteers emphasized the meaningfulness and superiority of products much more than they emphasized the enterprise image and brand image when they were trying to adopt green products. The volunteers did not express an unwillingness to adopt green products, even if they had to face the complexity of the products and pay an extra learning cost.

Originality/value

The volunteers would decrease the consumption of green products when the price was high and would increase their consumption when their ecological values encouraged them to do so. This consumptive value implies that green product adoption was perceived to enhance the social image, self-assessed value and bodily happiness of the users because their inside expectancies were fulfilled.

Details

Social Enterprise Journal, vol. 12 no. 3
Type: Research Article
ISSN: 1750-8614

Keywords

To view the access options for this content please click here
Article
Publication date: 5 April 2011

Chih‐Peng Chu, Ci‐Rong Li and Chen‐Ju Lin

The purpose of this paper is to further understand the joint effect of project‐level exploratory and exploitative learning in new product development. It aims to examine…

Abstract

Purpose

The purpose of this paper is to further understand the joint effect of project‐level exploratory and exploitative learning in new product development. It aims to examine the complicated relationships among exploratory learning, exploitative learning and new product performance at a single project level. In addition, it seeks to shed light on the contextual effects of a firm's market orientation on the relationship between joint occurrence of both learning activities and new product development performance.

Design/methodology/approach

The paper is based on a questionnaire survey/analysis of a sample of 298 projects from high‐tech firms in Taiwan.

Findings

The findings suggest that the joint occurrence of both learning activities has a positive effect on new product performance and depends upon a high level of one learning activity coupled with a small dose of the other. Drawing on cultural and behavioral perspectives of market orientation, the results also indicate that market orientation may enhance the joint effect of both learning activities on new product performance.

Practical implications

This paper offers insight to project managers with regard to the importance of rationally mixing with exploratory and exploitative learning during new product development. Furthermore, the study argues that market orientation is an alternative of organizational design that fosters the positive joint effect of both learning behaviors.

Originality/value

The results empirically support the theoretical argument that a high‐low matching of exploratory and exploitative learning can enhance performance at the level of a single project. The study provides a multiple‐level framework to understand how the firm‐level MO strengthens the positive effects of joint occurrence of project‐level exploratory and exploitative learning activities during new product development.

Details

European Journal of Marketing, vol. 45 no. 4
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 1 August 2008

Ci‐Rong Li, Chen‐Ju Lin and Chih‐Peng Chu

This study aims to consider that a proactive‐ and responsive‐market orientated firm is able to align with the development of radical (exploratory) innovations as well as…

Abstract

Purpose

This study aims to consider that a proactive‐ and responsive‐market orientated firm is able to align with the development of radical (exploratory) innovations as well as incremental (exploitative) innovations to realize its organizational ambidexterity.

Design/methodology/approach

The paper is based on a questionnaire survey/analysis of a sample of 227 high‐technology firms in Taiwan.

Findings

The research findings reveal that both types of market orientation provide different managerial efforts to develop and foster different types of innovation competencies; and then, those effects would be moderated through external and organizational factors.

Practical implications

Through the deployment of ambidextrous structures, managers could effectively arrange the portfolio of product‐markets with an array of proactive‐ and responsive‐ market orientation to align the potential conflicts concerning the exploration and the exploitation.

Originality/value

This study is a pioneer in the field that reveals how a proactive‐ and responsive‐ market orientated firm could systematically operate to accomplish its ambidexterity of innovations.

Details

Management Decision, vol. 46 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 2 November 2015

Ci-Rong Li, Chen-Ju Lin and Yun-Hsiang Tien

The purpose of this paper is to explore the role of CEO transformational leadership in promoting ambidexterity of top managers. This paper posits that connecting CEO…

Abstract

Purpose

The purpose of this paper is to explore the role of CEO transformational leadership in promoting ambidexterity of top managers. This paper posits that connecting CEO transformational leadership with the CEO-top manager interface offers a better explanation of heterogeneity in top manager ambidextrous behavior.

Design/methodology/approach

This study is based on a questionnaire survey of 388 senior managers in 80 top teams nested in 80 small- to medium-sized Taiwan manufacturing firms.

Findings

The findings indicate that transformational CEOs shape the CEO-top manager interface, characterized by senior team behavioral integration, decentralization of responsibilities, long-term compensation, and individual manager risk propensity, and in turn promote ambidexterity at the individual top manager level.

Originality/value

Hence, the authors contribute to the existing understanding that transformational CEOs may not only have a beneficial influence on firm-level ambidexterity, but also may be particularly effective in enabling individual-level top managers to simultaneously explore and exploit.

Details

Leadership & Organization Development Journal, vol. 36 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 7 November 2016

Bob Doherty

Abstract

Details

Social Enterprise Journal, vol. 12 no. 3
Type: Research Article
ISSN: 1750-8614

1 – 10 of 11