Browsing by Author "Huang, Jyun-Wei"

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The effects of transformational leadership on the distinct aspects development of social identity
(2013-01-01)
Huang, Jyun-Wei
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交大名義發表
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National Chiao Tung University
Although transformational leadership (TFL) has been extensively investigated, the mechanism and process by which perceived TFL exerts its influence on followers' social identification development behaviors is relatively unexplored. Accordingly, this study proposes a latent growth model based on social identity theory to address these influences. To test the proposed model, data were collected by surveying 1,501 employees of R&D departments at Taiwanese IT firms at multiple points in time over a 10-month period. Therein, we found that as employees perceived more TFL at Time 1, they were more likely to show increases in social identification development behaviors over time. Further, increases in social identification development behaviors demonstrate their positive relationship with task performance and organizational citizenship development behaviors over time. My empirical model confirms all of my proposed hypotheses, and these findings highlight that the potential dynamic consequences of organization behaviors can lead to employee career development.
To stick or not to stick: The social response theory in the development of continuance intention from organizational cross-level perspective
(2011-09-01)
Huang, Jyun-Wei
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Lin, Chieh-Peng
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經營管理研究所
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Institute of Business and Management
The rapid growth of online social network sites (SNSs) has raised the research question of why people continue sticking to these sites. This study proposes a social network site stick model based on social response theory to answer this question. This study hypothesizes that group-level social capital (e.g., environmental prompt cues or social cues) positively influences arousal. Group-level social capital includes group-level social interaction, group-level social trust cues, and group-level social shared codes and language. Arousal subsequently induces users to engage in knowledge sharing and social support behaviors, which, in turn, leads to continuance intention. Empirical analysis using a survey of registered users from a popular social network site supports all of these hypothesized effects. Finally, this study discusses the managerial implications and limitations of these findings. (C) 2011 Elsevier Ltd. All rights reserved.