Search results

The purpose of this paper is to investigate the perceptions and satisfaction between police officers and citizens on Kinmen Island (of Taiwan), using an analytical framework that combines five primary dimensions and 25 corresponding determinants.

It considers recent developments in the application of performance measures and management to public and, particularly, police services. It goes on to assess comparative rural police performance which suggests that the application of targets could ultimately serve to provide the overall satisfaction with police services.

The findings of the study suggest that perceptions and satisfaction of both citizens and police staff may result in the success of the policing management, and that police managers have to satisfy their citizens with a high level of service quality based on different localities.

From managerial perspectives, police managers should consider both the service quality and customer satisfaction constructs as determinants of behavioural intentions, based on the fact that satisfaction can be a strategic key to maintain long term relationship with citizens as it is found of significant impact on the intentional behaviour.

This research adds empirical support to this vein of literature and has identified the five main dimensions and the 25 sub-dimensions as important constructs for police service quality.

The content of training (art-based method) and instructional strategies (blended learning) can improve business school students' creativity and attempts to determine how training can be maintained using longitudinal tracking. The study aims to answer (1) whether the incorporation of art-based methods enhances the creativity of students compared to traditional face-to-face (F2F) teaching, and (2) whether such creative training and blended teaching methods have a higher transfer of training.

This study adopted a two-stage design (1) it adopted a 2 × 2 (with or without art-based methods * blended teaching or F2F teaching) between-subject design of experiments with 221 participants and (2) a one-year follow-up study was conducted (participants who were employed for 6 months to one year after graduation) with 187 participants and their directors.

The results showed that the inclusion of art-based methods in the creative training of students strengthens creative ability of the students; there were no significant differences between blended and traditional learning. The authors examined the effect of transferring creative training through a questionnaire analysis of participants and employers of the participants. Self-regulated and self-directed learning positively influence motivation to transfer, which positively influences creative performance.

The higher the level of self-regulated and self-directed learning of students, the more effective the transfer of creative training is over time.

This study aims to establish a new model that elucidates the mechanism behind the long-term effects of creativity training. Previous studies have only explored influential positive factors when examining the transfer mechanism of creativity training. However, the transfer mechanism must encompass the negative factors of creative abrasion due to temporal dynamics.

The authors performed a two-phase survey of 284 trainees participating in the survey. During the first phase, 48 h of creativity training was provided to the advertising agency staff. Six months later, the second phase was performed. Researchers have conducted follow-up studies on the long-term effects of creativity training. The hypotheses were tested using structural equation modeling.

Based on the results, the mechanism behind the long-term effect of creativity training is as follows: motivation to learn, transfer design and transfer climate positively influence motivation to transfer (MTT), while MTT positively impacts overall individual performance. However, creative abrasion negatively affects MTT and individual performance.

Creative abrasion must be considered when the long-term effect of creativity training is explored, because it reduces the long-term effect of creativity training on trainees. Creative energy from one-time creativity training will be gradually worn away because of the abrasion caused by teamwork, group thinking and self-gratification.

The solvency of insurance companies is closely related to the policyholders, and consequently regulators in Taiwan pay considerable attention to this area. Several studies have demonstrated a close correlation among capital structure, operational risk and profitability. This study seeks to provide evidence regarding the influence of capital structure and operational risk on profitability of the life insurance industry in Taiwan.

Structural equation modeling, which involves factor‐analysis and path‐analysis, is used to justify the relationship among capital structure, operational risk and profitability. Adding the macroeconomic latent variable to the model as a control variable demonstrates that the macroeconomic latent variable positively influences capital structure, operational risk and profitability.

The study leads to four key findings. First, according to the empirical result, the research model has excellent goodness‐of‐fit. That is to say, using multiple financial indices suitably measures the specific financial factors. Second, the capital structure exerts a negative and significant effect on operational risk. Third, there is no reciprocal relationship but a one‐way effect between capital structure and operational risk. Fourth, the operational risk exerts a negative and significant effect on profitability.

The empirical result shows the profitability decreased with the higher equity ratio. Hence, the regulatory organizations must urge insurance companies to effectively diversify their investments and employ risk avoidance strategies. Effective use of hedging and diversifying will help to divide risk and create financial revenue.

The study proposes that the government should loosen investment restrictions and develop other instruments to assist risk‐based capital in checking the financial condition of insurance companies.

The purpose of this paper is to elicit the determinants of information technology (IT) professional work change and investigates the impact of such changes on IT professionals. Specifically, this paper investigates the effect of work redesign on two personal outcomes: self‐perceived psychological empowerment and organizational commitment.

An empirical study is conducted in the field of high‐tech industrial organizations in Taiwan. Data collected from 40 technological companies, located in the Taipei and Hsinchu Science Parks (n=428), are analyzed using structural equation modeling.

The results confirm that both work redesign and empowerment generate positive and direct influence on employees' commitment. Specially, the effect of work redesign is amplified on employee commitment through the implementation of employee empowerment.

The conceptual structural equation model provides useful information for managers to improve employees' commitment towards their work and the organizations through the proper employee empowerment policies.

As technology continues to change at a rapid pace, IT professionals are required to adapt to new tasks and enhanced roles. The paper demonstrates how work redesign indirectly but positively influences employees' work commitment and illustrates the mediate effect of employee empowerment on employee commitment.

Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge.

A survey questionnaire was utilized to collect data. The population of this study included 659 employees from electronic industrial listed and over‐the‐counter listed technological companies in Taiwan (N=208, valid return rate 37.21 percent). Descriptive statistics, exploratory and confirmatory factor analysis, as well as structural equation modeling were used for data analysis.

The results indicate that: HRM strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance; organizational learning improves organizational innovation and accumulates knowledge management capability; organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development; and technological companies should utilize organizational knowledge in order to enhance organizational performance.

The generalization of the present study is constrained by the existence of possible biases of the participants, and the regional‐constrained data which were collected in and thus focused on Taiwan. Thus, the characteristics of the surveyed firms may be different from those in other areas or countries. Managerial implications are presented at the end of the work.

This structure has rarely been explored and the findings are particularly useful for management in helping to set human resource management, learning, innovation, knowledge management and organizational performance in a bigger context.

The purpose of this study is to propose a conceptual structural equation model to, first, investigate the relationships among knowledge management (KM) system quality, employees' self‐perceived social identification, trust at workplace as well as online knowledge sharing behaviors, and, second, demonstrate the direct and indirect effect of social identification and trust at workplace on online knowledge sharing from the perspective of KM system quality.

A questionnaire was distributed to 437 full‐time employees (n=437) from three technology companies in Taiwan. These companies have had years of experience in implementing KM systems. Data were analyzed by employing structural equation modeling.

The results show that: social identification and trust at workplace have a mediating effect on online knowledge sharing within organizations; trust at workplace is the stronger mediator than social identification; social identification has a positive and significant impact on trust at workplace; and there is significant correlation between KM system quality and social identification as well as trust.

Based on these findings, organizations in Taiwan that aim to maximize the effectiveness and efficiency of KM systems should find ways to enhance employees' self‐awareness on social identification and trust in the workplace.

The conceptual model provides useful information for managers to enhance knowledge sharing through the formation of social identification and promotion of trust at workplaces.

The purpose of this paper is to look at factors which result in improved attitudinal outcome (AO) through the proposal and empirical validation of a theoretical model. The model incorporates four major self‐perceived dimensions: personality traits (PTs), job characteristics (JCs), transformational leadership behaviors (LBs), and AOs.

This is a quantitative research using a survey questionnaire as data collecting instrument. Data collected from ten technological companies located in the Neihu Science Park in Taiwan (n=221) were analyzed using structural equation modeling.

Results reveal that both personal traits and JCs have positive yet insignificant effects on AOs. However, both factors significantly and indirectly influence AOs via transformational LBs.

This proposed model provides an overall framework which indicates how both intrinsic and extrinsic factors can affect the perception of LBs, which consequently plays a critical role in influencing employees emotionally. This structure has rarely been explored and the findings are particularly useful for management in helping to set leadership in a bigger context.

This paper seeks to propose a conceptual structural equation model to investigate the relationships among human resource management (HRM), organizational learning (OL), knowledge management capability (KMC) and organizational performance (OP) and to demonstrate the direct and indirect effect of HRM on OP from the perspectives of KMC and OL.

An empirical study is conducted in financial training centers in Taiwan and the collected survey data are used to test the relationships among the four dimensions expressed in the proposed structural equation model.

The results show that HRM has a direct and significant impact on OL and KMC. HRM influences OP indirectly through OL and KMC. In addition, OL and KMC have direct and significant influences on OP.

Only data from Taiwan were collected. Therefore, the results may not be easily generalized to other areas or countries, but are useful for managers' reference, especially for those whose circumstances are similar to those in Taiwan.

The conceptual structural equation model provides useful information for managers to enhance OP through the adoption of appropriate HRM, OL and KMC policies.

The study demonstrates how HRM indirectly impacts OP and illustrates the paths of influence through either OL or KMC.

Nowadays, companies compete and win based on the capabilities they can leverage across their supply chains. With unpredictable and turbulent business environment, supply chains are seeking to customer knowledge as sources of competitive advantage. The purpose of this paper is to empirically test a conceptual framework to investigate the roles of customer leverage (CL) on process innovation and the relationships to performance.

Drawing upon the knowledge-based view, this study argues that CL is the sources of firms’ process innovation. This study also posits that process innovation mediates the relationship between CL and performance based on transaction cost economics. This empirical study employed 650 manufacturers across different regions.

This study showed that strong association exists between a manufacturing firm’s CL capability and its process innovation and performances. Process innovation play critical mediating roles in absorbing and transforming customer knowledge in supply chains. In a more dynamic market, CL strengthens the positive impacts on process innovation.

This study further highlights the need to emphasize both strategic and CL capability in dynamic environments as these may be needed to enable the firm to seize market niches that may open up in such environments. Similarly, managers should emphasize CL capability and process changes in competitive environments as they are more difficult to imitate from competitors in regards of new product or services.

These results extend the limited existing research on global manufacturing context that the customer knowledge are effective sources for increasing innovative processes. The higher the market turbulence, the stronger the pressures for CL demanded by process innovation. The findings also confirm that process innovation plays a mediating role in absorbing and transforming customer knowledge in improving costs and financial measures. This is an important result that highlights the mechanism by which customer knowledge can influence a firm’s bottom line.

This study examined the linkages between a marketing concept and operations and supply chain management.