Men and Women of the Corporation

Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

Relative absorptive capacity and interorganizational learning

Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation

Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership

This study aimed to examine and explain the role of knowledge sharing in shaping innovation culture to improve business performance and build sustainable competitive advantage. Most empirical research tended to be conducted in large companies, and there are limited studies on this topic in the SME sector. Thus, the study needs to re-examine whether the theories developed to understand large companies apply to SMEs.,This quantitative study involved 259 respondents from a 59 sampling frame consisting of three levels of management of export SMEs in the Bali province of Indonesia. The questionnaire used to gather the data used a semantic differential scale, and the data were analyzed using SmartPLS software.,The results showed that knowledge sharing significantly influenced innovation culture, business performance and sustainable competitive advantage. Theoretically, this research provides insight into the body of knowledge in innovation culture and business performance as a mediator variable.,Cross-sectional design limits the authors from drawing definitive generalizations, and self-reported measures used in the study increase the chances of bias.,The study's findings could motivate managers and practitioners to place emphasis on knowledge sharing and innovation culture in the SME sector.,The role of knowledge sharing has been focused on large companies in several countries. However, research examining the role of knowledge sharing in building an innovation culture is still rare in the SME sector, particularly in Indonesian SMEs. Therefore, research on this topic is needed because Indonesia has not only a different culture but also different business practices.

Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage

This study aims to examine and analyze the role of variable entrepreneurial leadership as a moderator on the influence of high-performance work systems and employee creativity on employee performan...

https://www.tandfonline.com/doi/pdf/10.1080/23311975.2019.1697512

Entrepreneurial leadership moderating high performance work system and employee creativity on employee performance

urces that exist within a organization in addition to other resources of the organization. Basically,  an organization not only expect skilled human resources and skilled, but more importantly it expects its employees to work with enterprising and willing to achieve optimal results. This study aims to examine and analyze the influence of leadership style and work motivation on employee performance. This study was conducted in 02 State Public High School Baucau-Timor Leste. Using a sample of 58 teachers, the data collected using questionnaires and interviews. There are two types of data used in this study is qualitative and quantitative data, both derived from primary and secondary sources. The collected data were analyzed using descriptive analysis and multiple regression analysis. Based on regression analysis of the calculation results obtained conclusion, the influence of leadership style (X1) on teacher performance (Y) 0.571. The amount of motivation that directly influence on employee performance (Y) is 0,313. The magnitude of the effect of leadership style (X1) and motivation (X2) effect jointly by 73.5 percent while the remaining 26.5 percent is explained by other variables not included in this study.

Pengaruh Gaya Kepemimpinan dan Motivasi Kerja terhadap Kinerja Guru

Universal phenomenon of the slow women's career development often encountered in both developed and developing countries. In developing countries that still based to the system of collectivism depends on the community, so it is always concerned with the views of others, always concerned with environmental feed back on what have you done. It is psychologically affecting women in its efforts to achieve career development. There are many factors that influence career development of women, but it is rare researchers who discussed the fear of success as psychological factors that most influence on women's career development. Women’s career looked subjectively, based own perspective on employment and the environment. The higher fear of success, then the lower discourage women from competing for the achievements thus affecting the women's career development. This paper aims to describe the influence of fear of success against the women's career development by proposing the concept of career success orientation to explain the process and mechanicsm of how fear of success to affect women's career development.This research method is a form of several empirical studies. Practical implication is that the woman is able to understand them selves internally psychologically, so it has confidence in achieving success in the development of her career. For companies and governments to make employment policy to understand and tolerate the woman against her experienced psychological barriers. Novelty statement that women have a fear of success to influence the women career development, which could be addressed through the concept of career success orientation. Keywords: Career development, Women’s career development, Fear of Success, Career suceess orientation.

/pdf/fear-of-success-on-women-s-career-development-a-research-and-1akmsy8njf.pdf

Fear of Success on Women's Career Development: A Research and Future Agenda

Tourism today not only about vacation activities but also develops into business tour, the combination of vacation and businessactivities. The kinds of tourist also develops, not only individual tourist but also group of tourists with business background. Tourism that uses MICE (Meeting Incentive Convention and Exhibition) has a large potential and high multiplier effect, in terms of tourist’s quantity, quality and their high financial level.This research aims to clarify empirically whether the Convention Destination Image and Value become antecedent Behavioral Intentionsor not,whether Satisfaction variable to mediate the effect of Destination Image and Convention Value towards Behavioral Intentions; and whether the Novelty Seeking weaken the influence of Satisfaction towards Behavioral Intentionsby observing 100 foreign tourists who attend International meeting/convention held in Bali. The data analysis of this research used Generalized Structured Component Analysis. The result shows that Destinantion Image gives the effects towards Behavioral Intentions directly or not through the tourist’s satisfaction as the mediation variable. Novelty seeking is not moderation, but it has a role as predictor variable that directly influences the Behavioral Intentions. Keywords: Destination Image, Convention Value, Novelty Seeking, Satisfaction, dan Behavioral Intentions

/pdf/tourists-behavioral-intentions-antecedent-meeting-incentive-5ckygy3p9c.pdf

Wayan Gede Supartha

Papers

Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage

Entrepreneurial leadership moderating high performance work system and employee creativity on employee performance

Pengaruh Gaya Kepemimpinan dan Motivasi Kerja terhadap Kinerja Guru

Fear of Success on Women's Career Development: A Research and Future Agenda

Tourists Behavioral Intentions Antecedent Meeting Incentive Convention &Exhibiton (MICE) in Bali