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1 – 10 of 716Hasan Celik, David R. Nowicki, Hasan Uvet, Saban Adana and Sedat Cevikparmak
This study aims to empirically test the effects of key characteristics of performance-based contracting (PBC) (i.e. reward/payment scheme, increased supplier autonomy and transfer…
Abstract
Purpose
This study aims to empirically test the effects of key characteristics of performance-based contracting (PBC) (i.e. reward/payment scheme, increased supplier autonomy and transfer of responsibilities) on supplier goal commitment.
Design/methodology/approach
This study developed a conceptual model applying goal-setting theory (GST), expectancy theory (ET) and job characteristics theory (JCT). Survey data were collected and analyzed using structural equation modeling (SEM) to establish a validated measurement instrument for testing the hypotheses.
Findings
The findings revealed that PBC positively affects supplier goal commitment due to its unique characteristics, which translates into improved supplier performance. Furthermore, this study validated the mediating role of goal alignment and felt accountability operating between PBC characteristics and supplier goal commitment.
Research limitations/implications
This study explored the buyer–supplier relationship from the supplier's standpoint. Using a more inclusive data set, future research may involve a dyadic analysis and focus on the effects of the following factors on the supplier goal commitment: relational aspects (e.g. trust and collaboration), the risk transfer from the buyer to the supplier, different incentive schemes and successful PBC implementation factors.
Practical implications
This study presents new, validated insights for contract selection, design and management. It underlines the importance of choosing the proper contract, having the appropriate contract design based on the desired outcomes and effective contract management by exhibiting the psychological/behavioral effect of fundamental PBC characteristics.
Originality/value
PBC represents an active research stream, but its psychological/behavioral implications are understudied. Therefore, this research puts forth a conceptual framework with multiple testable hypotheses illustrating the relationship between PBC and supplier goal commitment.
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The purpose of this study was to investigate how individual perceptions by employees of a goal‐setting program and personality traits influence job satisfaction and goal commitment…
Abstract
Purpose
The purpose of this study was to investigate how individual perceptions by employees of a goal‐setting program and personality traits influence job satisfaction and goal commitment.
Design/methodology/approach
Using the German version of Locke and Latham's goal‐setting questionnaire, 97 production employees judged the quality of the goal‐setting program in their company with regard to content‐related problems of goals (e.g. goal clarity), process in dyad (e.g. supervisor support), and setting‐related aspects (e.g. rewards). Data were also collected on the participants' conscientiousness and neuroticism.
Findings
The results showed that job satisfaction is predicted by content and setting‐related aspects, whereas content‐related aspects affected goal commitment. Conscientiousness explained variance in goal commitment independent of individual perceptions of the goal‐setting program, whereas neuroticism affected job satisfaction indirectly via the perceptions of goal content.
Practical implications
Performance management programs that incorporate goals belong to the most widely used management techniques worldwide. The study provides evidence on critical success factors from the view of staff members, which helps to design or optimize current goal‐setting programs. Furthermore, the study implies practical consequences in terms of person‐job fit based on personality traits.
Originality/value
The study helps to build a more comprehensive picture of how content, process, and setting‐related perceptions of a goal‐setting program influence job satisfaction and goal commitment. In addition, it provides important insights into the processes through which individual differences affect work behavior.
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Shimei Yan, Shan Wu and Gang Zhang
The purpose of this paper is to explore the role of connective leadership in the promotion of employee goal commitment, and to determine whether conflict can mediate the…
Abstract
Purpose
The purpose of this paper is to explore the role of connective leadership in the promotion of employee goal commitment, and to determine whether conflict can mediate the relationship between connective leadership and goal commitment during the integration of mergers and acquisitions (M & A).
Design/methodology/approach
The study draws on survey data (n=255) from Chinese employees who work for 12 native M & A enterprises. Structural equation modeling and regression analysis are applied to analyze the data.
Findings
The results show that connective leadership is positively related to employee goal commitment (p < 0.01). In addition, relationship conflict partially mediates the relationship between connective leadership and employee goal commitment. Task conflict fully mediates the relationship between connective leadership and employee goal commitment.
Originality/value
This study introduces connective leadership into M & A and may contribute to the literature related to connective leadership and M & A integration as well as the literature focussed on goal commitment, especially antecedents of goal commitment.
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Sarah DeArmond, Benjamin I. Bass, Konstantin P. Cigularov, Peter Chen and J. Taylor Moore
The purpose of this paper is to investigate safety goal commitment as a potential mediator of the relationship between safety-specific transformational leadership and safety…
Abstract
Purpose
The purpose of this paper is to investigate safety goal commitment as a potential mediator of the relationship between safety-specific transformational leadership and safety performance.
Design/methodology/approach
A field study was conducted in a sample of municipal utilities workers. All workers were asked to take a survey during work time.
Findings
The results suggest that safety-specific transformational leadership is positively related to safety performance and safety goal commitment, safety goal commitment is positively related to safety performance, and goal commitment is a significant mediator of the relationship between transformational leadership and safety performance.
Practical implications
Goal-setting theory and subsequent research has suggested a variety of strategies that can be employed to enhance the goal commitment of employees, and this study suggests that some of these strategies could be explored in the occupational safety realm. Future research could explore what transformational behaviors might be taught which would aid in setting safety goals with employees and motivating them to commit to those goals.
Originality/value
These findings add to existing research which supports connections between transformational leadership and job behaviors. Furthermore, they add to the limited research which has explored possible explanatory mechanisms and underscores the importance of safety goal commitment as the focus of future research and/or organizational interventions.
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Choiwai Maggie Chak, Lara Carminati and Celeste P.M. Wilderom
Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources…
Abstract
Purpose
Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources, enhance high project performance in community-academic health partnerships.
Design/methodology/approach
With a sequential explanatory mixed-method research design, data were collected through a survey (N = 318) and semi-structured interviews (N = 21). A hypothesised three-path mediation model was tested using structural equation modelling with bootstrapping. Qualitative data were examined using thematic analysis.
Findings
Project workers’ hope, goal-commitment and -stress: (1) fully mediate the hypothesised relationship between highly collaborative project leadership and high project performance; and (2) partially mediate the relationship between financial project resources and high project performance. The qualitative data corroborate and deepen these findings, revealing the crucial role of hope as a cognitive-motivational facilitator in project workers’ ability to cope with challenges.
Practical implications
Project leaders should promote project workers’ goal commitment, reduce their goal stress and boost project performance by securing financial project resources or reinforcing workers’ hope, e.g. by fostering collaborative project leadership.
Originality/value
The findings contribute to the project management and JD-R literature by considering the joint effects of project workers’ hope and two commonly studied project resources (collaborative project leadership and financial project resources) on high project performance. Moreover, we demonstrate the importance of the goal-setting and JD-R theories for understanding complex health-promotion projects connecting academic to community work.
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Silu Chen, Yanghao Zhu, Wenxing Liu, Jianghua Mao and Kai Gao
This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.
Abstract
Purpose
This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.
Design/methodology/approach
The authors collected survey data from 291 full-time employees from various Chinese organizations at three different points in time.
Findings
The authors found that supervisor BLM and employees' collectivism orientation interacted to influence employees' bottom-line goal commitment such that the positive relationship between supervisor BLM and employees' bottom-line goal commitment was stronger when employees' collectivism orientation was high rather than low. Furthermore, they found that employees' collectivism orientation moderated the positive indirect effects of supervisor BLM on employees' work effort and helping behavior via bottom-line goal commitment such that the indirect effects were stronger when employees had a high rather than a low collectivism orientation.
Originality/value
The authors explored the “bridge side” of supervisor BLM on employees' behavior, especially after being moderated by collectivism orientation. Our results can help managers develop a comprehensive understanding of BLM.
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Niels Sandalgaard, Per Nikolaj Bukh and Carsten Stig Poulsen
The purpose of this paper is to report the findings of a study of how dispositional factors of motivation rooted in personality interact with participative budgeting to affect…
Abstract
Purpose
The purpose of this paper is to report the findings of a study of how dispositional factors of motivation rooted in personality interact with participative budgeting to affect budget goal commitment.
Design/methodology/approach
The study is based on a survey among bank managers from a Scandinavian regional bank. To assess the motivational disposition of the bank managers, the short version of the multi‐motive grid test (MMG‐S) is used. The management accounting variables are measured by traditional and well‐tested instruments.
Findings
The results indicate that the effect of increased budgetary participation on budget goal commitment is largest for subordinates with a high need for power or a low need for affiliation. For subordinates with a low need for power or a high need for affiliation the effect of budgetary participation is small.
Research limitations/implications
The study confirms that the interaction between personal‐level psychological variables, e.g. motives, and situational variables, e.g. budget participation, determine action, e.g. budget commitment. Taking personal‐level variables into consideration in research on management accounting systems are thus important in studies which include individual level factors.
Practical implications
The practical implications are that a general management concept, as budget participation, should be applied with knowledge of how situational factors will interact with the personal characteristics of the involved employees.
Originality/value
Most management accounting research that uses psychological theory, focuses on the effects of management accounting on the minds and behaviour of individuals and not on the effect of individual's minds on management accounting as this paper does. The paper is the first to use the MMG‐S in a management accounting study.
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Carolina Gómez and J. Gualberto Cremades
The purpose of this study was to investigate the goal commitment and satisfaction of participants from two different cultures when given a compliance goal versus no goal. Using a…
Abstract
The purpose of this study was to investigate the goal commitment and satisfaction of participants from two different cultures when given a compliance goal versus no goal. Using a sample of 104 Mexican and U.S. participants, we found significant differences in uncertainty avoidance but not power distance between the participants of the two cultures. In addition, uncertainty avoidance had a significant effect on both goal commitment and satisfaction regardless of the goal condition. Finally, there was a significant goal by country interaction, which shows that Mexican participants, rather than U.S. participants, were more committed and marginally more satisfied with a compliance goal than no goal. Despite differences between the cultures in uncertainty avoidance and a direct effect of uncertainty avoidance on individual reactions to goals, the interaction was not explained by uncertainty avoidance.
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Nguyen Phong Nguyen, Felicitas Evangelista and Tai Anh Kieu
Drawing on equity theory, social exchange theory and goal setting theory, the purpose of this paper is to investigate the contingencies on the link between employees’ budgetary…
Abstract
Purpose
Drawing on equity theory, social exchange theory and goal setting theory, the purpose of this paper is to investigate the contingencies on the link between employees’ budgetary participation and their work performance. Specifically, this study addresses the research questions: whether vertical information sharing and budget goal commitment mediate the relationship between employees’ budgetary participation and their work performance; and whether employees’ perceived budget fairness can strengthen the positive effects of budgetary participation on vertical information sharing and budget goal commitment.
Design/methodology/approach
Survey data were collected from a sample of 556 low to middle level managers of business organizations in Vietnam. The research model and its hypotheses were tested using PLS-SEM. The standardized root mean squared residual value of the composite model was employed to assess model fit. Common method bias was also checked using the marker-variable approach.
Findings
This study has two key findings: both vertical information sharing and budget goal commitment partially mediate the positive effects of budgetary participation on work performance; and both dimensions of perceived budget fairness (distributive and procedural) elevate the positive relationships of budgetary participation – vertical information sharing and budgetary participation – budget goal commitment.
Practical implications
The findings could benefit businesses in Vietnam and similar market contexts. Specifically, top management needs to select a proper level of budgetary participation that can facilitate information sharing vertically within the organization and motivate their employees to be more committed to achieve budget goals. Besides, the top management also needs to ensure that their employees perceive the fairness in the budgeting process.
Originality/value
The study contributes a greater understanding as regards the mediating roles of vertical information sharing and budget goal commitment as well as the moderating role of perceived budget fairness on the relationship between employees’ participation in the budgetary process and their work performance, especially in the context of an emerging market – Vietnam. Overall, this study contributes to the management and accounting literature with insights concerning a more complex process explaining employees’ work performance and triggered by their budgetary participation.
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Vincent Rousseau, Caroline Aubé and Sébastien Tremblay
This study aims to examine the role of team coaching in regard to team innovation by considering motivational and behavioral intervening mechanisms.
Abstract
Purpose
This study aims to examine the role of team coaching in regard to team innovation by considering motivational and behavioral intervening mechanisms.
Design/methodology/approach
Based on a multisource approach, data was gathered from 97 work teams (341 members and 97 immediate supervisors) in a public safety organization.
Findings
Results of structural equation modeling analyses indicate that the relationship between team coaching and team innovation is mediated by team goal commitment and support for innovation. Specifically, team coaching has a direct effect on support for innovation and an indirect effect on this behavioral team process through team goal commitment. In turn, support for innovation may improve the implementation of successful team innovation.
Practical implications
In a global competitive context, innovation represents a key leverage to generate a competitive advantage. Team leaders who engage in coaching behaviors toward their subordinates are likely to foster innovation within their work team. Thus, organizations may benefit by designing and implementing interventions aimed at developing team leaders’ coaching skills and encouraging them to consider coaching as a core managerial responsibility.
Originality/value
On the whole, this study highlights the role of team coaching as a key leverage to stimulate successful innovation in work teams and the motivational and behavioral mechanisms that intervene in this relationship.
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