Browsing by Author "Chen, Kuang-Jung"

Now showing 1 - 7 of 7

Assessing decision quality and team performance: perspectives of knowledge internalization and resource adequacy
(2019-04-01)
Lin, Chieh-Peng
;
Chen, Kuang-Jung
;
Liu, Chu-Mei
;
Liao, Chiu-Hui
;
交大名義發表
Drawing upon resource-based view and social cognitive theory, this work develops a model that validates the formation of team decision quality and team performance. The model is empirically tested with data obtained from IT professionals across MIS work teams from Taiwan's banking and insurance industry. The statistical results reveal that team performance is indirectly related to collective efficacy and participatory sense making via the full mediation of team decision quality, while collective efficacy and participatory sense making are directly related to knowledge internalization and resource adequacy. At the same time, the effect of participatory sense making on collective decision quality is negatively moderated by team hypercompetition. Finally, managerial implications and limitations based on the empirical findings are provided.
Modeling continuance intention towards Mobile Travel Service System (MTSS): a theoretical perspective of motivation and dependency
(2019-08-01)
Chiu, Chou-Kang
;
Lin, Chieh-Peng
;
Chen, Kuang-Jung
;
Liu, Chu-Mei
;
Ma, Hwa-Chun
This work sets up a research model that elaborates upon the development of continuance intention towards Mobile Travel Service System (MTSS) based on the motivational theory and the dependency theory. In the model, continuance intention is indirectly affected by personal innovativeness and e-interaction quality through the full mediation of e-engagement and perceived enjoyment. At the same time, the relationships between e-engagement and continuance intention and between perceived enjoyment and continuance intention are hypothetically moderated by e-interaction quality. The hypotheses of this work were empirically tested using data from working professionals in a technology industry regarding their use of MTSS for travel information sharing as well as booking for accommodation, airline, cars, etc. This study conducted a two-wave survey to empirically test its theoretical rationales. The findings of this work complement the previous literature by verifying the full mediating mechanism of e-engagement and perceived enjoyment and the moderating mechanism of e-interaction quality. Lastly, managerial implications for e-marketers based on this study's findings are provided.
Modeling e-loyalty: a moderated-mediation model
(2018-12-10)
Lin, Chieh-Peng
;
Chiu, Chou-Kang
;
Liu, Chu-Mei
;
Chen, Kuang-Jung
;
Hsiao, Chieh-Yu
This work proposes a research model that elaborates upon the development of e-loyalty based on the signaling theory and attachment theory. In the model, e-loyalty is indirectly related to both visual appeal and an e-tailer's service reputation through the full mediation of trust and affection. At the same time, the relationships between trust and e-loyalty and between affection and e-loyalty are hypothetically moderated by an e-tailer's service reputation. The proposed hypotheses of this research were empirically tested using data from working professionals in high-tech firms in terms of online retailing. This study surveyed the same research participants at two different time points, one month apart, to verify the theoretical inferences. The empirical findings herein complement the previous literature by presenting how visual appeal and an e-tailer's service reputation simultaneously influence e-loyalty through various mediating and moderating mechanisms.
Modeling knowledge sharing and team performance The interactions of ethical leadership and ambidexterity with politics and job complexity
(2019-07-08)
Liu, Min-Ling
;
Lin, Chieh-Peng
;
Joe, Sheng-Wuu
;
Chen, Kuang-Jung
;
經營管理研究所
Purpose To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition. Design/methodology/approach This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity. Findings This study finds that both ambidexterity and ethical leadership are positively related to knowledge sharing and team performance through the mediation of team development competition. Originality/value This study confirms that ambidexterity and ethical leadership play critical factors for improving knowledge sharing and team performance through the mediation of team development competition. Furthermore, the moderating effects of politics and job complexity are also confirmed in the research.
Modeling team performance from the perspective of politics and ethical leadership
(2019-08-02)
Lin, Chieh-Peng
;
Liu, Na-Ting
;
Chiu, Chou-Kang
;
Chen, Kuang-Jung
;
Lin, Ni-Chen
Purpose The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader-member capitalization (LMC) and by ethical leadership through leader-member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX. Design/methodology/approach The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan. Findings The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX. Originality/value This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.
Modelling leadership and team performance: the moderation of politics and leadership self-efficacy
(1970-01-01)
Lin, Chieh-Peng
;
Liu, Chu-Mei
;
Joe, Sheng-Wuu
;
Chen, Kuang-Jung
;
Tsai, Chia-Chen
This study develops a research model that explains the development of team performance based on team reflexivity theory and social cognitive theory. In the model, team performance relates to considerate leadership and autocratic leadership indirectly via the mediation of team reflexivity. At the same time, politics and leadership self-efficacy are hypothesised as moderators in the model. Primary and secondary data were used via a two-wave investigation from three different sources for verifying our hypotheses. The team-level analyses show that team reflexivity mediates the positive relationship between considerate leadership and team performance. Politics positively moderates the relationship between autocratic leadership and team reflexivity. Leadership self-efficacy positively moderates the relationships between autocratic leadership and team reflexivity and between considerate leadership and team reflexivity. Finally, research implications based on our empirical results are discussed.
Strengthening knowledge sharing and job dedication The roles of corporate social responsibility and ethical leadership
(1970-01-01)
Liu, Min-Ling
;
Lin, Chieh-Peng
;
Chen, Mei-Liang
;
Chen, Pei-Chun
;
Chen, Kuang-Jung
Purpose The purpose of this paper is to propose a moderated mediation model to explain how corporate social responsibility (CSR) and ethical leadership influence knowledge sharing and job dedication through the mediating mechanism of positive affective tone and cognitive meaningfulness. Design/methodology/approach The research hypotheses were empirically tested using a survey of employees from the high-tech industry in Taiwan. The research constructs in this study were measured using five-point Likert scales modified from existing literature. The survey data were empirically analyzed with two-step structural equation modeling (SEM) and regression analysis. Findings The empirical results of this study reveal that CSR and ethical leadership positively relate to positive affective tone and cognitive meaningfulness. Knowledge sharing is positively affected by positive affective tone whereas job dedication is positively affected by positive affective tone and cognitive meaningfulness. While the relationship between positive affective tone and job dedication is positively moderated by job demand, the relationship between cognitive meaningfulness and job dedication is negatively moderated by job demand. Originality/value This study elucidates the ethical influences from organizations (i.e. CSR) and leaders (i.e. ethical leadership) respectively to explain affective and cognitive processes involved in work situations. At the same time, by clarifying the moderating role of job demand, this study provides valuable implications for managers to effectively leverage job demand for increasing employees' job dedication.