Browsing by Author "Uen, Jin Feng"

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Ambidextrous leadership and employee innovation in public museums
(1970-01-01)
Kung Ching-Wen
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Uen, Jin Feng
;
Lin Shou-Chi
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交大名義發表
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National Chiao Tung University
Purpose The purpose of this paper is to explore the impact of ambidextrous leadership on employees' innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums. Design/methodology/approach Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model. Findings Ambidextrous leadership has the most significant effect on employees' innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees' innovative behaviors. Practical implications This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees' innovative behaviors. Originality/value This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees' innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.
Supervisory mentoring and newcomer innovation performance in the hospitality industry
(2018-07-01)
Uen, Jin Feng
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Chang, Han-Cheng
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McConville, David
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Tsai, Su-Chen
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經營管理研究所
In this study we argue that mentoring, as a "social learning process", can assist employees to merge into the organization more rapidly. The purpose of this study is to explore the relationship between supervisory mentoring functions and newcomers' innovation performance. To explore this relationship, the moderating effects of task autonomy and supervisor capability were tested. Data were collected from two sources, newcomers and supervisors employed in four and five star hotels in Taiwan. The findings reveal that supervisory mentoring functions have a significant positive impact on newcomer's innovation. Furthermore, the study also fords that task autonomy and supervisor capability strengthen the relationship between supervisory mentoring functions and newcomer's innovation performance. Our findings suggest that mentoring is a powerful strategy that can be used to encourage innovation and that innovation performance is enhanced when organizations develop mentoring processes and structures which facilitate the development of creativity, interaction, and communication between employees.