Browsing by Author "Chen, Jui-Yu"

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Developing team performance: the double-edged nature of justice
(1970-01-01)
Chen, Jui-Yu
;
Lin, Chieh-Peng
;
經營管理研究所
;
Institute of Business and Management
This study bridges social cognitive theory and Turner's theory of social interaction to develop a model that explains how work teams in technology industry can be motivated to enhance team performance. The prevalence of the use of work teams in technology industry environments has enhanced the importance of studying the processes involved in their performance development. For that reason, this study uses data from team workers in high-tech firms in Taiwan, and shows that collective efficacy positively relates to team performance via the mediation of social interaction. Furthermore, justice positively moderates the relationship between collective humility and social interaction but negatively moderates the relationship between collective efficacy and social interaction. Lastly, managerial implications and research limitations based on the empirical results are provided.
Modeling leadership and team performance: The mediation of collective efficacy and the moderation of team justice
(2019-01-01)
Lin, Chieh-Peng
;
Wang, Chu-Chun
;
Chen, Shih-Chih
;
Chen, Jui-Yu
;
經營管理研究所
Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team's performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.