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Article

Donald G. Gardner, Jon L. Pierce and He Peng

Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological…

Abstract

Purpose

Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).

Design/methodology/approach

Survey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.

Findings

Consistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.

Research limitations/implications

Psychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.

Practical implications

Organizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.

Originality/value

This is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

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Article

He Peng, Chris Bell and Yiran Li

Although studies have demonstrated that knowledge hiding is an important inhibitor of organizational innovation, current research does not clearly address how intragroup…

Abstract

Purpose

Although studies have demonstrated that knowledge hiding is an important inhibitor of organizational innovation, current research does not clearly address how intragroup relationship conflict influences knowledge hiding. This study aims to identify the underlying mechanism between intra-group relationship conflict and knowledge hiding.

Design/methodology/approach

Drawing on affective events theory (AET), the authors propose a theoretical model and empirically test it by applying hierarchical regression analysis and a bootstrapping approach to data from a multi-wave survey of 224 employees in China.

Findings

Consistent with AET, the empirical results show that envy mediates perceived intragroup relationship conflict and knowledge hiding. As predicted, trait competitiveness moderates the indirect effect of perceived intragroup relationship conflict on knowledge hiding via envy.

Originality/value

The results support an AET perspective whereby knowledge hiding is shaped by relationship conflict, envy and trait competitiveness. This study introduces the novel proposition that relationship conflict and competitiveness influence envy, and consequently knowledge hiding.

Details

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

Keywords

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Article

Ming-Yue Xiong, Liang Zhang, Peng He and Wei-Min Long

The transistor circuit based on Moore's Law is approaching the performance limit. The three-dimensional integrated circuit (3-D IC) is an important way to implement More…

Abstract

Purpose

The transistor circuit based on Moore's Law is approaching the performance limit. The three-dimensional integrated circuit (3-D IC) is an important way to implement More than Moore. The main problems in the development of 3-D IC are Joule heating and stress. The stresses and strains generated in 3-D ICs will affect the performance of electronic products, leading to various reliability issues. The intermetallic compound (IMC) joint materials and structures are the main factors affecting 3-D IC stress. The purpose of this paper is to optimize the design of the 3-D IC.

Design/methodology/approach

To optimize the design of 3-D IC, the numerical model of 3-D IC was established. The Taguchi experiment was designed to simulate the influence of IMC joint material, solder joint array and package size on 3-D IC stress.

Findings

The simulation results show that the solder joint array and IMC joint materials have great influence on the equivalent stress. Compared with the original design, the von Mises stress of the optimal design was reduced by 69.96 per cent, the signal-to-noise ratio (S/N) was increased by 10.46 dB and the fatigue life of the Sn-3.9Ag-0.6Cu solder joint was increased from 415 to 533 cycles, indicating that the reliability of the 3-D IC has been significantly improved.

Originality/value

It is necessary to study the material properties of the bonded structure since 3-D IC is a new packaging structure. Currently, there is no relevant research on the optimization design of solder joint array in 3-D IC. Therefore, the IMC joint material, the solder joint array, the chip thickness and the substrate thickness are selected as the control factors to analyze the influence of various factors on the 3-D IC stress and design. The orthogonal experiment is used to optimize the structure of the 3-D IC.

Details

Soldering & Surface Mount Technology, vol. 32 no. 1
Type: Research Article
ISSN: 0954-0911

Keywords

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Article

He Peng

The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership

Abstract

Purpose

The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over knowledge. Therefore, this research builds and tests a theoretical model linking knowledge‐based psychological ownership with knowledge hiding via territoriality.

Design/methodology/approach

Data were collected from knowledge workers in China via a three‐wave web‐based survey. The final sample was 190 cases. Hierarchical regression models and a bootstrapping approach were used to test the hypotheses.

Findings

The results show that knowledge‐based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge‐based psychological ownership and knowledge hiding. Moreover, organization‐based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge‐based psychological ownership on knowledge hiding when organization‐based psychological ownership is low, but not when it is high.

Research limitations/implications

The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees' self‐perception of possession of knowledge and territoriality and that can strengthen employees' psychological ownership for organizations.

Originality/value

Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge‐based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge‐based psychological ownership and knowledge hiding.

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The fallout from the violence in Kokang.

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Article

Ling Peng, Geng Cui and Chunyu Li

The purpose of this paper is to examine the influence of innovativeness, change seeking and cognitive effort on consumer responses to traditional versus virtual testing…

Abstract

Purpose

The purpose of this paper is to examine the influence of innovativeness, change seeking and cognitive effort on consumer responses to traditional versus virtual testing environment.

Design/methodology/approach

The empirical study collects concept evaluations of five heterogeneous consumer appliances, from 400 members of an online panel. Generalizability theory (hereafter G theory) is used to assess the psychometric quality of the evaluation data in different testing environments.

Findings

The results show that subjects with high innovativeness and change seeking report significantly more favorable concept evaluations and generate better quality data. However, the effect of innovativeness on testing outcomes and data quality would be reduced in virtual testing environment.

Practical implications

The results indicate that using firm or industry norms to interpret the testing outcome will be biased unless it accounts for whether the screening processes result in equally innovative or variety seeking samples of respondents.

Originality/value

Managerially, the current results indicate that a product manager wanting to concept test a pool of appliance concepts can benefit from screening for the respondents, who will provide higher quality concept testing data in a traditional testing environment. However, the effects of traits on data quality are mitigated in a virtual testing environment. The findings provide a surprising insight that subject selection is not a more critical issue in virtual testing.

Details

Journal of Product & Brand Management, vol. 21 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

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Article

Zhimeng Luo, Jianzhong Zhou, Xiuqiao Xiang, Yaoyao He and Shan Peng

Shaft orbit is an important characteristic for vibration monitoring and diagnosing system of hydroelectric generating set. Because of the low accuracy and poor reliability…

Abstract

Purpose

Shaft orbit is an important characteristic for vibration monitoring and diagnosing system of hydroelectric generating set. Because of the low accuracy and poor reliability of traditional methods in identifying the shaft orbit moving direction (MD), the purpose of this paper is to present a novel automatic identification method based on trigonometric function and polygon vector (TFPV).

Design/methodology/approach

First, some points on shaft orbit were selected with inter‐period acquisition method and joined together orderly to form a complex plane polygon. Second, by using the coordinate transformation and rotation theory, TFPV were applied comprehensively to judge the concavity or convexity of the polygon vertices. Finally, the shaft orbit MD is identified.

Findings

The simulation and experiment demonstrate that the method proposed can effectively identify the common shaft orbit MD.

Originality/value

In order to identity the shaft orbit MD effectively, a novel automatic identification method based on TFPV is proposed in this paper. The problem of identifying the shaft orbit MD is transformed into the problem about orientation of complex polygons, which are formed orderly by points on orbit shaft, and TFPV are applied comprehensively to judge the concavity or convexity of the polygon vertices.

Details

Sensor Review, vol. 30 no. 3
Type: Research Article
ISSN: 0260-2288

Keywords

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Article

He Peng and Jon Pierce

The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence and outcomes of psychological ownership in Chinese context.

Design/methodology/approach

Time-lagged survey data from 158 Chinese participants were used to test several hypothesized relationships employing partial least square techniques.

Findings

Job-based psychological ownership appeared to mediate the relationship between experienced job control and organization-based psychological ownership. In addition, a statistically significant relationship between job-based psychological ownership and job satisfaction, organizational citizenship behaviors and turnover intentions, and a statistically significant relationship between organization-based psychological ownership and job satisfaction were observed. A negative relationship between organization-based psychological ownership and knowledge withholding was also observed.

Practical implications

Managers who want to enhance employees’ job- and ultimately organization-based psychological ownership should empower their employees by enabling them to exert control over their work.

Originality/value

This paper examined how organization-based psychological ownership emerges from control over work via job-based psychological ownership. The authors also investigated the impact of psychological ownership in Chinese context.

Details

Journal of Managerial Psychology, vol. 30 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

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Article

Wenli Yuan

This study aims to examine how American and Chinese employees of multinational organizations deal with conflict between them.

Abstract

Purpose

This study aims to examine how American and Chinese employees of multinational organizations deal with conflict between them.

Design/methodology/approach

In‐depth interviews were conducted with 42 employees from 28 multinational organizations operating in China. A constant comparative method was used to analyze the data.

Findings

The paper finds that both American and Chinese employees used various strategies to deal with conflict, such as integrating, insisting on one's own solution, compromising, yielding to authority, avoiding, passive resistance, dissolving the relationship, and a third‐party approach. In general, American participants were more likely to confront a conflict than Chinese participants. Findings of this study also indicate that differing motivations lead to the utilization of a common conflict management strategy.

Research limitations/implications

The validity of this study might be compromised due to self‐reported responses. Future researchers need to further clarify definitions of conflict management styles and pay more attention to adaptation during the process of intercultural conflict resolution.

Practical implications

The findings of this study will help practitioners become more cognizant of conflict behaviors in multinational organizations, and thus be able to prepare more effective strategies to manage conflict. Originality/value –This is one of few studies that examine conflict in multinational organizations from an intercultural perspective. This study is also one of few that utilize a qualitative approach to examine intercultural conflict management in a workplace.

Details

Cross Cultural Management: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1352-7606

Keywords

Abstract

Details

Journal of Management History, vol. 21 no. 2
Type: Research Article
ISSN: 1751-1348

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