Management of high technology: A path analytic study of stress and distress-strain

Bodensteiner, Wayne D.; Gerloff, Edwin A.; Quick, James Campbell; Slinkman, Craig W.

doi:10.1016/1047-8310(91)90013-e

Cited by 6 publications

(6 citation statements)

References 54 publications

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“…At the same time, increasing globalisation and fast developing technologies have fuelled ever more sophisticated customer preferences, and augmented the need to shorten product lifecycles. These changes in the marketplace are placing mounting pressure on the R&D work (Bodensteiner et al, 1991;Kessler and Chakrabarti, 1996).…”

Section: Introductionmentioning

confidence: 99%

Effects of leadership and leader‐member exchange on innovativeness

Lee

2008

Journal of Managerial Psych

157

134

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Purpose -The role of research and development (R&D) in a knowledge-based economy like Singapore is of paramount importance to the sustenance of its competitive advantage. R&D not only requires huge investments in time and capital but also in a committed pool of talent. The present study attempts to integrate both behavioural and relational perspectives using Bass's Multi-Factor Leadership Theory and Liden and Maslyn's Multi-Dimensional Model of Leader-Member Exchange (LMX) and test their applicability in determining employees' innovativeness. Design/methodology/approach -Using the responses from 201 R&D professionals in Singapore, it is found that R&D superiors demonstrate predominantly transformational leadership but at lower frequency than observed in past studies. Practical implications arising from the findings for R&D managers, human resource managers, and training and education are discussed. Findings -The findings from hierarchical regression analysis reveal that transformational leadership has positive association with the dimensions of LMX as well as innovativeness. In contrast, transactional leadership has negative association with innovativeness. Originality/value -The paper offers insights into the effects of leadership and leader-member exchange on innovativeness.

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Section: Introductionmentioning

confidence: 99%

Effects of leadership and leader‐member exchange on innovativeness

Lee

2008

Journal of Managerial Psych

157

134

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“…These changes in the marketplace are hence placing mounting pressure on the R&D work function (Kessler and Chakrabarti, 1996). The increased risk associated with rapidly changing technology has also made R&D tasks uncertain and equivocal (Bodensteiner et al, 1991).…”

Section: Introductionmentioning

confidence: 99%

Effects of leadership and leader‐member exchange on commitment

Lee

2005

Leadership & Org Development J

201

159

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Purpose -The present study attempts to integrate both behavioural and relational perspectives of leadership and test their applicability in determining employees' organizational commitment. Design/methodology/approach -Leadership behaviours were measured using Bass and Avolio's multifactor' leadership questionnaire (MLQ) Form 5X. Liden and Maslyn's multi-dimensional model of leader-member exchange (LMX-MDM) scale was used to measure the quality of relationship between respondents and their superiors. Meyer and Allen's instrument for the multidimensional organisational commitment was adopted for this study. A total of 201 research and development (R&D) professionals including engineers and scientists working in R&D department of manufacturing firms, R&D organisations, and research institutes in Singapore participated in the study. Findings -The findings from hierarchical regression analysis reveal that transformational leadership has positive association with the dimensions of LMX and organizational commitment. LMX quality is also found to mediate the relationship between leadership and organizational commitment. R&D superiors demonstrate predominantly transformational leadership but at lower frequency than observed in past studies. Research limitations/implications -Owing to the cross-sectional design of this study, the data collected does not allow for an assessment of the direction of causality. Practical implications -R&D superiors and managers in Singapore are not demonstrating enough transformational leadership despite the unpredictable and uncertain nature of R&D work environments which calls for more effective leadership. This issue can be addressed by raising the awareness of the importance of effective leadership and implementing training and development programmes incorporating leadership for these R&D professionals. Originality/value -This paper is a first attempt to understand leadership and commitment among R&D professionals in Singapore.

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“…An ever faster moving world with quick changes in technology, customer preferences and keen competition puts ever more pressure on companies' R&D functions (Kessler & Chakrabarti, 1996) and makes their tasks more uncertain and equivocal (Bodensteiner et al, 1991). The success of R&D functions largely depends on the intellectual and creative efforts of the knowledge workers in those functions (Chang & Choi, 2007) and thus motivating and retaining the best R&D employees is crucial (Farris & Cordero, 2002).…”

Section: Introductionmentioning

confidence: 99%

“…However, the aforementioned changes in the marketplace are placing ever increasing pressure on the R&D work function (Kessler & Chakrabarti, 1996). The increased risk associated with rapidly changing technology has also made R&D tasks uncertain, equivocal and prone to face more obstacles (Balachandra, Brockhoff, & Pearson, 1996;Bodensteiner, Gerloff, Quick, & Slinkman, 1991;Herstatt, Verworn, & Nagahira, 2004). R&D teams depend (for a large part) on the intellectual and creative efforts of knowledge workers.…”

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confidence: 99%