Newcomer socialization in China: effects of team values and goal interdependence

2013 ◽  
pp. 103-123
Keyword(s):  
Newcomer Socialization ◽  
Goal Interdependence

Effects of Team Goal Interdependence on Newcomer Socialization: An Experiment in China1

2007 ◽  
Vol 38 (1) ◽  
pp. 198-214 ◽  
Author(s):  
Nancy Yi-Feng Chen ◽  
Jia-fang Lu ◽  
Dean Tjosvold ◽  
Chengtao Lin
Keyword(s):  
Newcomer Socialization ◽  
Goal Interdependence

Newcomer socialization in China: effects of team values and goal interdependence

2011 ◽  
Vol 22 (16) ◽  
pp. 3317-3337 ◽  
Author(s):  
Nancy Yifeng Chen ◽  
Dean Tjosvold ◽  
Xu Huang ◽  
Da Xu
Keyword(s):  
Newcomer Socialization ◽  
Goal Interdependence

Examining the Creative Self-Efficacy, Goal Interdependence, and Satisfaction of New Venture Teams in the Board Game Industry

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
R. Gabrielle Swab ◽  
Aviel Cogan ◽  
Tobias Pret ◽  
David R. Marshall
Keyword(s):  
Self Efficacy ◽  
Social Cognitive ◽  
New Venture ◽  
Board Game ◽  
Goal Structures ◽  
Team Members ◽  
Social Interdependence ◽  
Goal Interdependence ◽  
Game Industry ◽  
Creative Self

Abstract This study theoretically and empirically examines the important role that goal structures play in new venture teams. Specifically, we examine how creative self-efficacy affects the satisfaction of team members through cooperative and competitive goal interdependence. Relying on social cognitive and social interdependence theories, we contend that new venture teams’ creative self-efficacy leads to higher team satisfaction because it promotes the perception of cooperative goal structures among team members. We test our theory on new venture teams in the independent board game industry. Results generally support our hypotheses and we discuss the implications for entrepreneurship research and practice.

Exploring absorptive capacity in cross-sector social partnerships

2015 ◽  
Vol 53 (6) ◽  
pp. 1170-1183 ◽  
Author(s):  
Thomas G Pittz ◽  
Melissa Intindola
Keyword(s):  
Knowledge Sharing ◽  
Empirical Research ◽  
Absorptive Capacity ◽  
Social Needs ◽  
Future Research ◽  
Economic Sectors ◽  
Content Type ◽  
New Model ◽  
Goal Interdependence ◽  
Social Partnerships

Purpose – The purpose of this paper is to explore cross-sector partnerships (CSSPs) from a strategic perspective to consider collaborations that are long lasting and transcend initial objectives. The authors integrate the concept of absorptive capacity (ACAP) with the CSSP literature and derive two new antecedents of ACAP, trust and goal interdependency, with relevance to this context. This work responds to a call from ACAP scholars to consider the construct in alternative settings and from collaboration scholars to employ strategy research that approaches CSSPs from a viewpoint beyond a mere transactional approach. Design/methodology/approach – This manuscript presents a thorough analysis of the process literature regarding CSSPs and the construct of ACAP to consider the importance of knowledge sharing and participatory decision making in the success of collaboration efforts. The combination of these research streams results in a refined model of ACAP to be used in the CSSP context. Findings – This manuscript provides conceptual and theoretical insights into how knowledge is acquired and exploited within CSSPs. A model for ACAP in CSSPs is proposed and suggests that two new antecedents of ACAP, trust and goal interdependence, be explored in this context through subsequent empirical research. Research limitations/implications – This type of conceptual work can benefit greatly from subsequent empirical research to test the developed propositions. This model shows considerable promise for future testing, however, and has the potential to encourage additional research into knowledge sharing and long-term success of cross-sector collaborations. Practical implications – This paper fulfills the need to apply a strategic lens to CSSPs and invites future research into the mutual organizational benefits derived from collaborations that cross economic sectors. It suggests that internal organizational mechanisms exist to be developed by managers that have the potential to enhance a firms ability to recognize the value of external knowledge, acquire it, and transform it for commercial and/or social objectives. Social implications – As collaborations across economic sectors are proving vital for addressing complex social needs, this manuscript provides a new model to serve as a guidepost for successful partnerships. Originality/value – This manuscript fulfills a need to integrate strategy scholarship with CSSPs that transcends the heretofore transactional perspective. Through an exploration of the literature, a new model for ACAP is proposed including two new antecedents, trust and goal interdependence, with application to the context of cross-sector collaborations.

Newcomer Socialization Questionnaire--Italian Version

2016 ◽  
Author(s):  
Amelia Manuti ◽  
Carla Spinelli ◽  
Maria Luisa Giancaspro
Keyword(s):  
Italian Version ◽  
Newcomer Socialization

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

2020 ◽  
Vol 24 (7) ◽  
pp. 1653-1680 ◽  
Author(s):  
Qingxiong Weng ◽  
Kashmala Latif ◽  
Abdul Karim Khan ◽  
Hussain Tariq ◽  
Hirra Pervez Butt ◽  
...  
Keyword(s):  
Social Comparison ◽  
Current Knowledge ◽  
Leader Member Exchange ◽  
Interaction Patterns ◽  
Content Type ◽  
Wave Data ◽  
Goal Interdependence ◽  
Member Exchange ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

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