Attitudes toward organizational change: effects of self-interest, competitive values, and ethnicity

Chen, C.C.; Tomaso, N. Di; Farris, George F.

doi:10.1109/17.797962

Cited by 6 publications

(3 citation statements)

References 35 publications

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“…There may be several other factors contributing to the effectiveness of this knowledge transfer mode such as psychological capital (Luthans, Youssef, & Avolio, 2007), psychological hardiness of in-service training students (Nguyen et al, 2012), teaching capability of professors (Biggs, 1999); organizational learning (Argyris, 1992), etc. In addition, there may be moderators of the effects of intrinsic motivation, acquired knowledge, and innovative culture on knowledge transfer such as competitive value (e.g., Chen, DiTomaso, & Farris, 1999), students' absorptive capacity (e.g., Cohen & Levinthal, 1990) and job autonomy (e.g., Morgeson, Delaney-Klinger, & Hemingway, 2005). An examination of such moderators is another direction deserved for future research.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Can knowledge be transferred from business schools to business organizations through in-service training students? SEM and fsQCA findings

Tho

Trang

2015

Journal of Business Research

108

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Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Can knowledge be transferred from business schools to business organizations through in-service training students? SEM and fsQCA findings

Tho

Trang

2015

Journal of Business Research

108

View full text Add to dashboard Cite

“…Today, with the more interdependent R&D function, scientists may find their effectiveness dependent upon the willingness of colleagues to cooperate. Because different cultures use different social and organizational mechanisms to gain cooperation (Chen, Chen, & Meindl, 1998), even though ABA scientists themselves tend to be more collectivistic and oriented toward relationship building (Chen, DiTomaso, & Farris, 1999), they need social and political skills (Pfeffer, 1992) to influence others who are more individualistically and competitively oriented.…”

Section: Challenges In the Randd Environmentmentioning

confidence: 99%

Glass ceiling for the foreign born: Perspectives from Asian-born American R&D scientists.

Chen

Rao

Ren

2013

Asian American Journal of Psychology

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In today's globalized economy, more people are migrating to work and live in foreign countries as sojourners or immigrants. Biases against the foreign born can be blatant or subtle. We examined the phenomenon of the glass ceiling, a more subtle form of unequal treatment of the foreign born, for first-generation Asian American scientists in the U.S. pharmaceutical industry, drawing from a study of their career aspirations, strategies, and challenges. Based on in-depth interviews, we identified 4 categories of career aspirations that shed light on their desire to pursue management and leadership positions in American research and development (R&D) organizations. We found that few Asian-Born American (ABA) scientists sought purely managerial careers. But 38% aspired to be executives while involved in scientific research. Further analysis suggested that ABA scientists saw a glass ceiling and identified its causes. Surprisingly, 1 key cause was the scientists themselves. We develop a Glass Ceiling model for the foreign born to frame future research and managerial approaches for leadership development of these R&D scientists.

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“…Differential consequences, expected or actual, have diverse implications on the well‐being of different stakeholders and, as posited by the affective events theory and the working self‐concept theory, may influence individuals' attitude toward organizational change and the change leader. For example, research has shown that organizational constituents may resist or support change on the basis of their “calculated self‐interest” (Pfeffer, ) and actual or anticipated personal loss is the primary reason for resisting organizational change (Chen, DiTomaso, & Farris, ; Kirkpatrick, ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Charisma attribution during organizational change: the importance of followers' emotions and concern for well‐being

Chen

Belkin

McNamee

et al. 2013

J Applied Social Pyschol

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Taking a follower‐centric perspective, we examined how charisma attribution to a change leader was influenced by the well‐being concerns and emotions of organizational members. We conducted three studies to examine how college business students and Executive Master of Business Administration (EMBA) students responded to a grading policy reform aimed at reducing grade inflation. We found that emotions and well‐being concerns such as school year and grade point average influenced charisma attribution by the undergraduate students and that there was a greater divergence of emotional reactions and charisma attribution among undergraduate students than among the executive MBAs. Future directions for follower‐centric leadership research on charismatic leadership are discussed.

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Attitudes toward organizational change: effects of self-interest, competitive values, and ethnicity

Cited by 6 publications

References 35 publications

Can knowledge be transferred from business schools to business organizations through in-service training students? SEM and fsQCA findings

Can knowledge be transferred from business schools to business organizations through in-service training students? SEM and fsQCA findings

Glass ceiling for the foreign born: Perspectives from Asian-born American R&D scientists.

Charisma attribution during organizational change: the importance of followers' emotions and concern for well‐being

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