Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.
The purpose of this study is to present the rationale and empirical evidence as to whether the characteristics of chief executive officer (CEO), such as entrepreneurship, social responsibility (perception), and social capital, at public art performance centers have effect on management outcomes, and to find if quality management activities have significant effects on business performance. The analysis was carried out with the structural equation model by using the survey data on 98 CEOs at public art performance centers. After the analysis, it was shown that the entrepreneurship, social responsibility (perception), and social capital have positive (+) effects on quality management activities, and quality management activities have positive (+) effects on business performances (market performance, financial performance). Therefore, as the local cultural center, the public art performance centers should take social responsibility and role, while being financially productive through effective operation. Furthermore, CEO of public art performance centers should have expertise in the fields of art and performances, productions, and advertising. For the management and enhancement, entrepreneurship and broad social network is also necessary.
The present study analysed the factors affecting the developmental trajectories of social withdrawal during adolescence. From an ecological human development perspective, we specifically assessed the role of negative parental child-rearing attitudes and positive peer relationships on social withdrawal. First, the findings showed that negative parental child-rearing attitudes promote social withdrawal and that amicable peer relationships help decrease social withdrawal. Second, factors influencing the developmental trajectories of social withdrawal were initial value and the rate of change for peer relationships. In other words, initial value and rate of change for peer relationships significantly reduced the developmental trajectories of social withdrawal in the long term. Third, negative parental child-rearing attitudes did not have a significant influence on the developmental trajectories of social withdrawal. We discuss how important relationship factors affect the developmental trajectory of social competence during adolescence.
This study was conducted to analyze the relationship between followership, occupational burnout, job stress, and customer orientation of the employees at service encounters at luxury hotels (544 people) with the structural equation analysis by using AMOS statistical program. The results are as follows. Overall detailed factors of followership were shown to lower occupational burnout and job stress. Also, when occupational burnout is high, it was shown to increase job stress. When job stress is high, it appeared to decrease customer orientation. Therefore, the predictive factors for enhancing followership is important, and the followership among organization members should be increased through organizational support and superior's leadership toward subordinate by holding meetings or mentoring among members, or by promoting internal marketing such as having internal communication, providing education and training, and utilizing reward system.
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