:::

詳目顯示

回上一頁
題名:從涓滴模式探討倫理領導對企業社會責任與組織公民行為影響之研究
作者:楊靜芳
作者(外文):Chin-Fang Yang
校院名稱:雲林科技大學
系所名稱:企業管理博士班
指導教授:林尚平
學位類別:博士
出版日期:2012
主題關鍵詞:三層次階層線性模式涓滴模式組織公民行為企業社會責任倫理領導ethical leadershiporganizational citizenship behaviorthree-level hierarchical linear modelcorporate social responsibilitytrickle-down model
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(0) 博士論文(1) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:48
本研究從涓滴模式的觀點,以社會學習理論、社會交換理論與社會認同理論為基礎,探討倫理領導對員工知覺企業社會責任與組織公民行為的影響。由於研究構念涉及公司不同層次,所以受測對象包含低階主管及直屬員工,且為避免受測公司規模太小,難以執行相關企業社會責任的活動,所以共調查30家上市上櫃公司,最後回收112位低階主管及430位員工的配對問卷。本研究涉及高階主管、低階主管及員工三個層次,所以採用三層次的階層線性模式進行分析。結果發現在員工層次方面,員工知覺企業社會責任會正向影響員工組織公民行為。在跨層次的直接效果方面,高階主管倫理領導會正向影響低階主管倫理領導,高階主管倫理領導與低階主管倫理領導都正向影響員工組織公民行為,但是只有高階主管倫理領導會正向影響員工知覺企業社會責任。在跨層次的倫理領導涓滴模式方面,高階主管倫理領導會透過低階主管倫理領導,間接影響員工組織公民行為,低階主管倫理領導扮演部分中介的角色。在跨層次的員工知覺企業社會責任中介效果方面,高階主管倫理領導會透過員工知覺企業社會責任,間接影響員工組織公民行為,員工知覺企業社會責任扮演部分中介的角色。研究結果讓企業了解高階主管倫理領導如何透過低階主管倫理領導,以及員工知覺企業社會責任,進而影響員工組織公民行為。
Drawing on the social learning theory, social exchange theory and social identity theory, this study explores the effects of ethical leadership on the employees’ perceived corporate social responsibility (CSR) and organizational citizenship behavior (OCB) from the perspective of trickle-down model. Participants of the study include supervisors and their subordinates since the research involves different hierarchical levels of the company. Thirty large companies constitute objects of the investigation for the reason that small and medium enterprises may not be appropriate for study due to their difficulty in implementing CSR activities. Finally, one hundred and twelve supervisors and their four hundred and thirty subordinates return the questionnaires. The study examines three ranking levels of top managers, supervisors and their employees; therefore, the analysis method is a three-level hierarchical linear model. The results reveal that the employees’ perceived CSR is positively related with their OCB. For the direct effect of cross levels, the top managers’ ethical leadership is positively related with the supervisors’ ethical leadership. Both the top managers’ and the supervisors’ ethical leadership positively influence the employee’s OCB, but only the top managers’ ethical leadership exerts positive effect on the employees’ perceived CSR. With regard to the trickle-down model of ethical leadership, the top managers’ ethical leadership positively influences the employees’ OCB through the supervisor’s ethical leadership which plays a mediating role to a partial extent. Considering the mediating effect of employee’s perceived CSR, the study suggests that top managers’ ethical leadership also positively influences the employees’ OCB through their perceived CSR which also plays a mediating role in a partial way. The results carry various managerial implications and suggest that companies should understand how to take advantage of ethical leadership and the employees’ perceived CSR to enhance their OCB.
參考文獻
林鉦棽、彭台光 (2006),多層次管理研究:分析層次的概念、理論和方法,管理學報,23 (6),649-675。new window
Ackerman, R. W. (1973). How companies respond to social demands. Harvard University Review, 51(4), 88-98.
Anderson, J. C., & Gerbing, D. W. (1988a). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
Anderson, J. C., & Gerbing, D. W. (1988b). Structural equation modeling in practice: A review and preferences. Journal of Consumer Research, 27(2), 233-248.
Aryee, S., Chen, Z., Sun, L., & Debrah, Y. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.
Ashforth, B. E. & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
Avey J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573-582..
Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.
Babcock-Roberson, M. E. & Strickland, O. J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. Journal of Psychology, 144(3), 313-326.
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation for structural equation models. Journal of the Academy of Marketing Science, 16(1), 74-94.
Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, New York: Prentice-Hall.
Bardes Mawritz, M., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickle-down model of abusive supervision. Personnel Psychology, 65(2), 325-357.
Barney, J. B. (2005). Should strategic management research engage public policy debates? Academy of Management Journal, 48, 945–948.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19–31.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181−217.
Bass, B. M., Waldman, D. A., Avolio, B. J., & Webb, M. (1987). Transformational leadership and the falling dominoes effect. Group and Organization Studies, 12, 73–87.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587-595.
Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588-606.
Bhal, K. & Dadhich, A. (2011). Impact of ethical leadership and leader-member exchange on whistle blowing: The moderating impact of the moral intensity of the issue. Journal of Business Ethics, 103 (3), 485-496.
Bhattacharya, C. B.; Sen, S., & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37-44.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Boerner, S., Dütschke, E., & Wied, S. (2008). Charismatic leadership and organizational citizenship behaviour: Examining the role of stressors and strain. Human Resource Development International, 11(5), 507-521.
Bordia, P., Restubog, S. L. D., Bordia, S., & Tang, R. L. (2010). Breach begets breach: Trickle-down effects of psychological contract breach on customer service. Journal of Management, 36 (6), 1578-1607.
Bowen, H. (1953). Social Responsibilities of the Businessman. New York: Harper.
Brammer, S., Millington, A., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18(10), 1701-1719.
Branco, M. & Rodrigues, L. (2006). Corporate social responsibility and resource-based perspectives. Journal of Business Ethics, 69(2), 111-132.
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
Brown, M. E., & Treviño, L. K. (2006a). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
Brown, M. E., & Treviño, L. K. (2006b). Socialized charismatic leadership, values congruence, and deviance in work groups. Journal of Applied Psychology, 91, 954–962.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134.
Burke, L. & Logsdon, J. M. (1996). How corporate social responsibility pays off. Long Range Planning, 29(4), 495-502.
Carroll, A. B. (1979). A three dimensional conceptual model of corporate social performance. Academy of Management Review, 4(4), 497-505.
Chin, W. W., & Todd, P. A. (1995). On the use, usefulness, and ease of use of structural equation modeling in MIS Research: A note of caution. MIS Quarterly, 19(2), 237-246.
Cho, J. & Dansereau, F. (2010). Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors. Leadership Quarterly, 21(3), 409-421.
Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92-117.
Collier, J. & Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19-33.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Hillsdale, NJ: Eribaum.
Colquitt, J., Noe, R., & Jackson, C. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology, 55, 83–109.
Ciulla, J. B. (2004). Ethics, the Heart of Leadership (2nd ed.). Westport, CT: Praeger.
Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management Journal, 16(2), 312–322.
Davis, A., & Rothstein, H. (2006). The effects of the perceived behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67, 407–419.
De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader''s social responsibility, top management team effectiveness and subordinates'' optimism: A multi-method study. Leadership Quarterly, 19, 297-311.
Deluga, R. J. (1995). The relationship between attributional charismatic leadership and organizational citizenship behavior. Journal of Applied Social Psychology, 25 (18), 1652-1669.
Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
Donaldson, T. & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence and implications. Academy of Management Review, 20(1), 65-91.
Dutton, J. E., Dukerich, J. M., & Harquail, J. M. (1994). Organizational images and member identification. Administrative Science Quarterly, 39(2), 239-263.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57, 61-94.
Elkins, A. (1977). Toward a positive theory of corporate social involvement. Academy of Management Review, 2, 128-133.
Euwema, M. C., Wendt, H., & van Emmerik, H. (2007). Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 28(8), 1035-1057.
Falkenberg, L., & Herremans, I. (1995). Ethical behaviours in organisations: Directed by the formal or informal system. Journal of Business Ethics, 14, 133–143.
Farh, J. L., Earley, P. C., & Lin S. C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42(3), 421-444.
Felfe, J. & Heinitz, K. (2010). The impact of consensus and agreement of leadership perceptions on commitment, organizational citizenship behaviour, and customer satisfaction. European Journal of Work & Organizational Psychology, 19(3), 279-303.
Fenwick, T. & Bierema, L. (2008). Corporate social responsibility: issues for human resource development professionals. International Journal of Training & Development, 12 (1), 24-35.
Fitch, H. G. (1976). Achieving corporate social responsibility. Academy of Management Review, 1, 38-46.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable and measurement errors. Journal of Marketing Research, 18(1), 39-50.
Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman, Boston.
Friedman, M. (1962). Capitalism and Freedom. Chicago: University of Chicago Press.
Friedman, M. (1972). Milton Friedman responds: A Business and Society Review interview. Business and Society, 1, 1-16.
Gavin, M. B., & Hofmann, D. A. (2002). Using hierarchical linear modeling to investigate the moderating influence of leadership climate. Leadership Quarterly, 13, 15-33.
George, J. M. (1990). Personlity, affect , an behavior in groups. Journal of Applied Psycholoty, 75, 107-116.
Gouldner, A. W. (1960). The psychology of behavioral exchange. Reading, MA: Addison-Wesley.
Grojean, M., Resick, C., Dickson, M., & Smith, D. B. (2004). Leaders, values, and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of Business Ethics, 55, 223-241.
Groves, K. S. & LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103 (4), 511-528.
Hair, J., Black, B., Babin, B., Anderson, R., & Tatham, R. (2006). Multivariate data analysis (6th ed.). Upper Saddle River, NJ: Prentice-Hall.
Hart, S. (1997). Beyond greening: Strategies for a sustainable world. Harvard Business Review, 75, 66-76.
Heslin, P. A. & Ochoa, J. D. (2008). Understanding and developing strategic corporate social responsibility. Organizational Dynamics, 37(2), 125-144.
Hofmann, D. A. (1997). An overview of the logic and rationale of hierarchical linear models. Journal of Management, 23, 723-744.
James, L. R., Demaree, R. G., & Wolf, G. (1993). Rwg: An assessment of within-group rater agreement. Journal of Applied Psychology, 78, 306-309.
Johnson, H. H. (2003). Does it pay to be good ? Social responsibility and financial performance. Business Horizons, 46, 34-40.
Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. The Academy of Management Review, 20(2), 404-437.
Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9, 131-133.
Kim, H. R., Lee, M., Lee, H. T., & Kim, N. M. (2010). Corporate social responsibility and employee–company identification. Journal of Business Ethics, 95(4), 557-569.
Kirkman, B. L., Chen, G., Farh, J. L., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52(4), 744-764.
Koh, W. L., Steers, R. M., & Terborg J. R. (1995). The effects of transformational leadership on teacher attitudes and student performance in Singapore. Journal of Organizational Behavior, 16(4), 319-333.
Kotler, P. & Lee, N. (2005). Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause. Hoboken, NJ: Wiley.
Kozlowski, S. W. J. & Hattrup, K. (1992). A disagreement about within-group agreement: Disentangling issues of consistency versus consensus. Journal of Applied Psychology, 77, 161-167.
Larson, B. V.,Flaherty, K. E., Zablah, A. R., Brown, T. J. & Wiener, J. L. (2008). Linking cause-related marketing to sales force responses and performance in a direct selling context. Journal of the Academy of Marketing Science, 36(2), 271-277.
Lee, M. D. P. (2008). A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead. International Journal of Management Reviews, 10(1), 53-73.
Lind, E. A. & Tyler, R. R. (1988). The social psychology of procedural justice. New York: Plenum Press.
Lloyd, T., Heinfeldt, J., & Wolf, F. (2008). Corporate social responsibility from the employees'' perspective: an empirical organizational analysis. Review of Business Research, 8(3), 17-24.
Lockett, A., Moon, J., & Visser W. (2006). Corporate social responsibility in management research: Focus, natures, salience and sources of influence. Journal of Management Studies, 43(1), 115-136.
Mackenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115-134.
MacPhail, F. & Bowles, P. (2009). Corporate social responsibility as support for employee volunteers: Impacts, gender puzzles and policy implications in Canada. Journal of Business Ethics, 84(3), 405-416.
Maignan, I. & Ferrell, O. C. (2001). Corporate citizenship as a marketing instrument. European Journal of Marketing, 35(3/4), 457-484.
Maignan, I. & Ferrell, O. C. (2004). Corporate social responsibility and marketing: An integrative framework. Academy of Marketing Science, 32, 3-19.
Maignan, I., Ferrell, O. C., & Hult, G. T. (1999). Corporate citizenship: Cultural antecedents and business benefits. Journal of the Academy of Marketing Science, 27, 455-469.
Mankelow, G. (2008). Social responsibility paradox of small business human resource management practices. International Journal of Human Resource Management, 19(12), 2171-2181.
Margolis, J. D. & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48, 268-305.
Marsh, H. W., & Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First and higher-order factor models and their invariance across groups. Psychological Bulletin, 97(3), 562-582.
Martin, J., Petty, W., & Wallace, J. (2009). Shareholder value maximization: Is there a role for corporate social responsibility? Journal of Applied Corporate Finance, 21(2), 110-118.
Masterson, S. S. (2001). A trickle-down model of organizational justice: Relating employees'' and customers'' perceptions of and reactions to fairness. Journal of Applied Psychology, 86, 594-604.
Mayer, D. M., Kuenzi, M, & Greenbaum R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate, Journal of Business Ethics, 95, 7-16.
Mayer, D., Kuenzi M., Greenbaum R., Bardes M., Salvador R. (2009) How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1–13.
McGuire, J. B., Sundgren, A., & Schnrrweis, T. (1988). Corporate social responsibility and firm financial performance. Academy of Management Journal, 31(4), 854-872.
Miles, R. A. (1987). Managing the Corporate Social Environment. Englewood Cliffs, NJ: Prentice Hall.
Moorman, R., & Byrne, Z. S. (2005). What is the role of justice in promoting organizational citizenship behavior? In J. Greenberg & J. A. Colquitt (Eds.), Handbook of organizational justice: Fundamental questions about fairness in the workplace (pp. 355–382). Mahwah, NJ: Lawrence Erlbaum Associates.
Murray, E. A. (1976). The social response process in commercial banks: An empirical investigation. Academy of Management Review, 1, 5-15.
Muthuri, J. N., Matten, D., & Moon, J. (2009). Employee volunteering and social capital: Contributions to corporate social responsibility. British Journal of Management, 20(1), 75-89.
Neubert, M., Carlson, D., Kacmar, K., Roberts, J., & Chonko, L. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157-170.
Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.
Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington, MA: Lexington Books.
Orlitzky, M., Schmidt, F. L., & Rynes, S. L. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies, 24, 403-411.
Pava, M. L. & Krausz, J. (1996). The association between corporate social-responsibility and financial performance: The paradox of social cost. Journal of Business Ethics, 15(3), 321-357.
Peterson, D. K. (2004). The relationship between perceptions of corporate citizenship and organizational commitment. Business & Society, 43(3), 296-319.
Piccolo, R. F. & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.
Piccolo, R, F., Greenbaum, R., Den Hartog, D. N., & Folger, R., (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259-78.
Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25(6), 897-933.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management; 22(2), 259-298.
Podsakoff, P. M., MacKenzie, S. B., Lee, Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879-903.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513-563.
Porter, M. E. & Kramer, M. R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12), 56-68.
Porter, M. E. & Kramer, M. R. (2006). Strategy and society. Harvard Business Review, 84, 78-92.
Posner, B., & Schmidt, W. (1984). Values and the American manager: An update. California Management Review, XXVI, 202–216.
Preston, L. E. (1975). Corporation and society: the search for a paradigm. Journal of Economic Literature, 13, 434-453.
Purvanova, R. K., Bono, J. E.; & Dzieweczynski, J. (2006). Transformational leadership, job Characteristics, and organizational citizenship performance. Human Performance, 19(1), 1-22.
Ramasamy, B. & Hung, W. T. (2004). A comparative analysis of corporate social responsibility awareness. Journal of Corporate Citizenship, 13, 109-123.
Ramus, C. A. & Steger, U. (2000). The roles of supervisory support behaviors and environmental policy in employee “ecoinitiatives” at leading-edge European companies. Academy of Management Journal, 43(4), 605-626.
Rettab, B., Brik, A., & Mellahi, K. (2009). A study of management perceptions of the impact of corporate social responsibility on organizational performance in emerging economies: The case of Dubai. Journal of Business Ethics, 89(3), 371-390.
Richardson, H., & Vandenberg, R. (2005). Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement. Journal of Organizational Behavior, 26, 561–589.
Riordan, C. M., Gatewood, R. D., &. Bill, J. B. (1997). Corporate image: Employee reactions and implications for managing corporate social performance. Journal of Business Ethics, 16(4), 401-412.
Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22, 887–910.
Ruiz, P., Ruiz, C., & Martinez, R. (2011), Improving the “leader-follower” relationship: Top manager or supervisor? The ethical leadership trickle-down effect on follower job response, Journal of Business Ethics, 99, 587-608.
Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 7(4), 537-543.
Schnake, M., Dumler, M. P., & Cochran, D. S. (1993). The relationship between "traditional" leadership, "super" leadership, and organizational citizenship behavior. Group & Organization Management, 18(3), 352-365.
Schneider, B., White, S., & Paul, M. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83, 150–163.
Shanock, L., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91, 689–695.
Shore, L. M. & Wayne, S. J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78(5), 774-780.
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents, Journal of Applied Psychology, 68, 653-663.
Smith, W. J., Wokutch, R. E., Harrington, K. V., & Dennis, B. S. (2001). An examination of the influence of diversity and stakeholder role on corporate social orientation. Business & Society, 40(3), 266-294.
Snider, J., Hill, R. P., & Martin, D. (2003). Corporate social responsibility in the 21st century: A view from the world’s most successful firms. Journal of Business Ethics, 48(2), 175-187.
Sousa Filho, J. M. de, Wanderley, L. S. O., Gómez, C. P., & Farache, F. (2010). Strategic corporate social responsibility management for competitive advantage. Brazilian Administration Review, 7(3), 294-309.
Stanwick, P. A. & Stanwick, S. D. (1998). The determinants of corporate social performance: An empirical examination. American Business Review, 16(1), 86-93.
Strand, R. (2011) Exploring the role of leadership in corporate social responsibility: A review. Jounral of Leadership, Accountability and Ethics, 8 (4) 84-96.
Tepper, B., & Taylor, E. (2003). Relationships among supervisors’ and subordinates’ procedural justice perceptions and organizational citizenship behaviors. Academy of Management Journal, 46, 97–105.
Toor, S., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90, 533-47.
Tracey, J. B., & Tews, M. (2005). Construct validity of a general training climate scale. Organizational Research Methods, 8, 353–374.
Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 55, 5-37.
Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
Turker, D. (2009). How corporate social responsibility influences organizational commitment. Journal of Business Ethics, 89(2), 189-204.
Ullmann, A. A. (1985). Data in search of a theory: A critical examination of the relationships among social performance, social disclosure, and economic performance of U.S. firms. Academy of Management Review, 10(3), 540-557.
Valentine, S. & Fleischman, G. (2008). Ethics programs, perceived corporate social responsibility and job satisfaction. Journal of Business Ethics, 77(2), 159-172.
Van Velsor, E. (2009). Introduction: Leadership and corporate social responsibility. Corporate Governance, 9 (1), 3-6.
Vogel, D. (2005). The Market for Virtue: The Potential and Limits of Corporate Social Responsibility. Washington, DC: Brookings Institution Press.
Vuontisjärvi, T. (2006). The European context for corporate social responsibility and human resource management: An analysis of the largest Finnish companies. Business Ethics: A European Review, 15(3), 271-291.
Waldman, D., de Luque, S., Washburn, N., & House, R. (2006a). Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries. Journal of International Business Studies, 37, 823-837.
Waldman, D., Siegel, D., Javidan, M. (2006b). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43 (8), 1703-1725.
Wallich, H. C. & McGowan, J. J. (1970). Stockholder interest and the corporation’s role in social policy. In Baumol, W.J. (ed.), A New Rationale for Corporate Social Policy. New York: Committee for Economic Development.
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3), 517-529.
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204-213.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94, 1275-86
Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. Leadership Quarterly, 19(3), 251-265.
Wang, H., Law, K., Hackett, R., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers'' performance and organizational citizenship behavior. Academy of Management Journal; 48(3), 420-432,
Wartick, S. L. & Cochran, P. L. (1985). The evolution of the corporate social performance model. Academy of Management Review, 10(4), 758–769.
Weaver, G. R., Treviño, L. K., & Agle, B. (2005). Somebody I look up to: Ethical role models in organizations. Organizational Dynamics, 34, 313–330.
Williams, L. J. & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601-617.
Wood, D. J. (1991). Corporate social performance revisited. Academy of Management Review, 16(4), 691-718.
Zenisek, T. J. (1979). Corporate social responsibility: A conceptualization based on organizational literature. Academy of Management Review, 4(3), 359-368.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
:::
1. 運動心理資本對高中運動員知覺自我運動表現影響:教練家長式領導行為的跨層次分析
2. 從社會犬儒主義員工的角度探討企業社會責任知覺對組織公民行為之影響:以倫理領導為調節變項
3. 若即若離?探索TSSCI商管社群網絡結構及知識活動--編輯群重疊的策略觀點
4. 知覺教育訓練成效與離職傾向關係之調節式中介模式:心理契約觀點
5. 雇主品牌管理與員工品牌權益:跨層次之中介與調節影響效果
6. 組織聲譽、企業社會責任、組織承諾、組織公平對組織公民行為影響之研究
7. 轉化型領導對群體成員企業社會責任價值觀的雙向影響:程序公正與領導者-部屬企業社會責任價值觀一致性的中介效果
8. 建言行為與員工創新行為績效:一個探討促進型建言、抑制型建言、領導與部屬交換關係與員工創新行為績效的三階交互作用模型
9. Trickle-down Effects of Ethical Leadership on Corporate Social Responsibility and Organizational Citizenship Behavior
10. 會考成績對就近入學影響之研究:多層次分析的取向
11. 應用日誌法探究餐飲業顧客無禮行為對服務人員情緒耗竭之影響:跨層次分析
12. 道德領導與員工建言行為:情感信任與團隊成員關係衝突知覺的中介角色研究
13. 參與學習過程經驗及組織脈絡因素對樂齡學習中心學習者績效表現知覺之影響:階層線性模式分析
14. 以策略觀點探討服務績效之多層次研究
15. 急性子主管不好嗎?主管時間緊迫性格對不當督導之影響
 
1. 道德領導力對團隊績效與員工建言影響之探索 -以團隊關係衝突為跨層次中介模式
2. 以跨層次模型探討職涯使命感與組織公平氛圍對公部門員工個人工作行為之影響
3. 跨層次觀點下家長式領導、倫理氣候、組織承諾與組織公民行為關係之研究
4. 威權領導對任務績效之影響:以LMX及部屬職場偏差行為為中介因子
5. 科技大學教師專業背景、教師教學表現與學生學習成就之關聯:階層線性模式分析
6. 公部門團隊成員行動化知識分享行為之研究-科技信任與雙元性知識分享之調節效果
7. 團隊中的自主性與成員效能:家長式領導的調節
8. 競爭氣候如何燃起員工績效?檢驗競爭氣候與競爭特質交互對工作重塑、工作敬業與工作績效的關係
9. 當道德人格與道德意識遇上倫理領導:一項三階交互作用的驗證
10. 以多層次分析探討組織認同在個人-組織適配度與離職傾向之調節式中介效果
11. 組織變革對員工離職傾向之跨層次分析:心理契約違反與共享心智模式的中介效果
12. 高績效工作系統與員工績效之跨層次研究:人力資本中介效果及創意自我效能與服務導向干擾效果
13. 我國高級中等學校教師與直屬處室主任關係品質、職場自尊、團體凝聚力與教學效能關聯性之研究
14. CVIPP模型在我國樂齡學習中心績效評估應用之研究
15. 影響護理人員任務績效與離職意向因素之跨層次研究
 
無相關著作
 
QR Code
QRCODE