The newly proposed l 1 norm constraint zero-point attraction least mean square algorithm (ZA-LMS) demonstrates excellent performance on exact sparse system identification. However, ZA-LMS has less advantage against standard LMS when the system is near sparse. Thus, in this study, firstly the near sparse system (NSS) modelling by generalised Gaussian distribution is recommended, where the sparsity is defined accordingly. Second, two modifications to the ZA-LMS algorithm have been made. The l 1 norm penalty is replaced by a partial l 1 norm in the cost function, enhancing robustness without increasing the computational complexity. Moreover, the ZA item is weighted by the magnitude of estimation error which adjusts the ZA force dynamically. By combining the two improvements, Dynamic Windowing ZA-LMS (DWZA-LMS) algorithm is further proposed, which shows better performance on NSS identification. In addition, the mean-square performance of DWZA-LMS algorithm is analysed. Finally, computer simulations demonstrate the effectiveness of the proposed algorithm and verify the result of theoretical analysis.
This article proposes a theoretical framework for elucidating how organizational culture evolves as an organization goes through its life cycle. This framework reveals that as the organization goes through its life stages of start-up, growth, maturity, and revival, organizational culture evolves through corresponding mechanisms of inspiration, implantation, negotiation, and transformation. This framework contributes to the literature on the dynamic view of culture. This article suggests that human resource development professionals need to be perceptive of the life stages of their organizations and intentionally leverage different cultural mechanisms to respond to critical organizational needs.
In this research, we examine the phenomenon of egocentric reciprocity, where individuals protect self-interest by adopting an eye-for-an-eye strategy in negatively imbalanced exchanges, and by taking advantage of overly generous treatment in positively imbalanced exchanges. We conducted two experiments using a modified ultimatum game examining attitudinal and behavioral responses to imbalanced exchanges. The experiments allowed us to explore the moderating role of relational closeness (i.e., whether the game partner was a friend or a stranger) and the mediating role of anger and indebtedness in these moderated relationships. Our results consistently demonstrate the phenomenon of egocentric reciprocity. Most importantly, this research reveals that friendship places a boundary on this egocentric tendency, and that the effects may partially be explained by anger experienced in response to exchange.
PurposeThe purpose of this study is to examine the effect of person–organization (P-O) adhocracy value congruence on employee creativity using the supplementary fit theory while investigating the moderating effect of the immediate supervisor's transformational leadership.Design/methodology/approachThe study uses polynomial regression to analyze 431 employees from 47 Chinese companies.FindingsHigher levels of creativity were observed in employees whose adhocracy value was congruent with that of the organization.Practical implicationsThe practice of hiring employees with creative value or building creative culture may not trigger employee creativity if managers do not take value congruence into consideration.Originality/valueThis study introduces a new perspective on understanding creativity in the workplace. First, it contributes to work on the consequences of P-O value congruency by exploring how supplementary fit influences employee creativity. Second, it contributes to creativity research by proposing a P-O supplementary fit argument to explain the actor-context interactionist model of creativity.
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