Understanding employee innovative behavior: Integrating the social network and leader–member exchange perspectives

By integrating social network theory and leader–member exchange (LMX) theory, we explore the effects of three types of social relationships on employee innovative behavior: weak ties outside the group, LMX, and strong ties within the group. The results from a sample in a high‐tech firm showed that LMX fully mediated the positive relationship between out‐group weak ties and innovative behavior. Furthermore, within‐group strong ties negatively moderated the second stage of this indirect relationship, such that LMX was positively and significantly related to innovative behavior only when the number of within‐group strong ties was low. The theoretical and practical implications of these findings are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Emergent network structure and initial group performance: The moderating role of pre‐existing relationships

Organization restructurings often put groups of employees into new teams and roles, and it is not unusual for some of these new teammates to have pre‐existing work and friendship relationships. While there has been much theorizing on the impact of existing social network structures on group performance, there has been less research on how pre‐existing relationships help or hinder initial group performance, especially in teams with interdependent roles and tasks. We explore several hypotheses in a competitive management simulation involving 42 teams and find that (1) the density of pre‐existing work and friendship relationships are directly associated with higher initial group performance, and (2) pre‐existing work network density moderates the relationship between emergent work network density and initial group performance. In other words, the degree to which emergent work ties are based on pre‐existing work relationships (i.e., former co‐workers actually work together in their new roles) also contributes to higher initial group productivity. Copyright © 2009 John Wiley & Sons, Ltd.     

Task knowledge overlap and knowledge variety: the role of advice network structures and impact on group effectiveness

Drawing from the structural perspective of social capital theory, this research investigates how internal and external advice network structures influence knowledge overlap and variety and, how these knowledge dimensions in turn influence group effectiveness. Findings from two studies on knowledge‐intensive groups indicate that different advice network structures are associated with knowledge overlap and knowledge variety, and only knowledge variety was significantly associated with group effectiveness. In addition, despite implicit understanding that advice networks aid performance through enhancing knowledge outcomes, only knowledge variety was found to mediate the relationship between external network and group effectiveness. Implications for theory and practice are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Constructive controversy,the Vroom-Yetton model,and managerial decision-making

Empirical tests have indicated that following the Vroom-Yetton Normative Model of leadership predicts reliably to successful managerial decision-making. However, it does not consider the kind of social interaction among decision makers. Recent experiments have demonstrated that controversy constructively discussed can facilitate decision-making. To see whether constructive controversy can supplement the Vroom-Yetton model, 58 managers enrolled in an executive-level MBA programme described a successful and unsuccessful decision-making experience by answering the Vroom-Yetton questions and by indicating the extent those involved in making the decision experienced constructive controversy. Results indicate that both the Vroom-Yetton model and constructive controversy are significantly related to successful decision-making. A regression analysis indicated that constructive controversy accounted for 45 per cent of the variance of decision success whereas the Vroom-Yetton model accounted for 5 per cent. While the Vroom-Yetton model is useful at the preplanning stage for choosing a decision style, much greater contribution is provided by constructive discussions of opposing opinions when actually generating the decision.     

Effects of external and internal interruptions on boredom at work: two studies

It is proposed that attentional difficulties are central to the experience of boredom. Events which disrupt attention during task performance may contribute to feelings of boredom with the task. Two sources of disruption are explored: external interruptions from the physical environment, and internal interruptions in the form of non-task-related thoughts about current concerns. Study 1 found that external interruptions reduced boredom on a simple task which required little attention, but contrary to expectations, had no impact on reactions to a simple task that did require attention or on reactions to a complex task. Study 2 manipulated internal interruptions via a role-playing methodology, and found that observers attributed greater boredom and less satisfaction to performers who were more frequently interrupted by non-task-related thoughts while at work, especially when these thoughts were about non-urgent concerns. The concepts of internal and external interruptions may be quite useful in understanding variations in the day-to-day experience of work, and in the relationship of non-work to work spheres of life. © 1998 John Wiley & Sons, Ltd.     

The contingent effect of constructive confrontation on the relationship between shared mental models and decision quality

Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision‐making. In teams, we argue that constructive confrontation norms are an important contingency variable in the relationship between mental model similarity and decision quality. Mental model similarity helps team members understand one another's perspectives and reduces the likelihood of conflict. Accordingly, mental model similarity improves decision quality. When strong norms of constructive confrontation are in place, however, teams are in a better position to reap the benefits of conflict (greater diversity of inputs) without experiencing its negative consequences. Thus, when constructive confrontation norms are strong, less mental model similarity (i.e., more diversity of perspectives) is likely to improve decision quality. Copyright © 2007 John Wiley & Sons, Ltd.     

企业安全文化管理技术体系理论与实践探讨

为推动企业安全文化建设,实现不同群体行为安全整体协同发展,应用协同理论、自适应性管理及行为安全等方法,架构了企业安全文化管理技术体系。该技术体系强调安全文化整体提升需要外部推动力(企业例行的安全管理制度)及内部自驱力(员工安全文化自律提升)协同发展,最终实现由外部推动力向内部自驱力的转化。将构建的技术体系引入试点矿进行有效性验证,并运行2个周期。运行评估结果表明,试点矿不同群体对安全文化意识均呈整体提升,增长幅度比较大的是高层管理者(55.13%),其次是中层管理者(4.74%),一线员工层(4.48%)、培训层(3.69%)。     

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change‐oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy‐related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change‐oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy‐related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio‐structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright © 2006 John Wiley & Sons, Ltd.     

复杂气井套管力学分析与可靠度评价

为建立考虑地层和套管参数随机性的套管可靠度评价理论方法，以便得到复杂井况下套管传统设计安全系数与可靠指标之间的关系，提出了非均匀地应力和内压联合作用下，沿套管最大外挤力方向管壁任意位置发生屈服失效时外壁等效均匀外挤力的计算方法；建立了套管抗挤和抗内压三轴强度计算公式以及有效内压计算方法；根据套管载荷和强度影响因素统计参数以及评价过程中参数测试标准值，利用蒙特卡洛法（MC）建立了完整的套管可靠度计算和评价方法；通过实例对传统安全系数与可靠指标的对应关系进行了研究。研究结果表明:指定条件下，套管安全系数与可靠指标之间存在对应关系；利用建立的方法编制计算程序可以为传统设计法中安全系数代表的安全程度进行量化；可靠度评价方法能够为安全系数的选取提供指导。     

基于协调联动的电力无脚本演练情景模型研究

为了实现无脚本演练,提高电力企业应急演练的成效。在分析电力企业内外部协调联动关系的基础上,借鉴霍尔三维结构模型原理,提出情景模型分为三个维度,即组织逻辑维、处置知识维、事件时间维,分析了各个维度的组成内容与逻辑关系,并根据无脚本演练的特点,将情景规则作为在情景模型的要素之一,进而构建了电力无脚本演练情景模型。将模型在实际应急演练中进行了应用,为合理设计电力无脚本演练情景提供了支持。     

矿井通风网络的社团结构及灾害控制研究

为研究矿井通风网络的社团结构特征和有效控制灾害在通风网络中的传播范围,根据通风网络的连接特点对传统的GN算法进行改进,以淮南某矿井的通风网络结构为例进行说明,发现矿井通风网络具有较强的社团结构特征;引入强弱社团结构和外内连接边数比后,社团结构的划分更符合实际。根据矿井通风网络社团间的连接关系,就会找到灾害传播的关键分支与节点并加以控制,降低灾害对相邻社团危害程度,控制灾害的蔓延范围。     

多角度辨识压裂套管变形的失效影响因素

页岩气开发具有施工压力大、排量大、改造规模大的特点,使得压裂套管处于复杂力学环境中。挤压、剪切和弯曲等载荷共同作用,易引发套管挤毁变形,进而导致后续作业时井下工具下入遇阻。但目前研究多针对压裂套管的单一失效原因,难以保障其完整可靠性。鉴于此,针对页岩气大规模压裂作业特点,从不同薄弱位置（如垂直段、造斜段、水平段）、不同自身规格（如钢级、外径、壁厚）和不同约束条件（如内压、孔径、螺距）等多角度,系统辨识套管变形的失效影响因素。通过建立压裂套管三维模拟的有限元模型,分析套管内压变化引起套管应力、位移的变化规律及形态,明确套管变形的大小以及与载荷变化的关系,并揭示套管变形的位置及影响因素的临界值。结果表明:压裂套管的造斜段最大变形、水平段应力集中现象较为严重,属于危险脆弱点;且套管最大应力、最大位移随内压的增加而近似成线性降低关系。     

Loyal rebels? A test of the normative conflict model of constructive deviance

Constructive deviance is a voluntary behavior that violates organizational rules but is conducted with honorable intentions to benefit the organization or its stakeholders. Despite emerging interest in this behavior, the antecedents of constructive deviance remain unclear, with particular ambiguity concerning the relationship between organizational identity and constructive deviance. In this article, we address this ambiguity with the normative conflict model, which posits that organizational identity drives constructive deviance in the workplace only when people perceive normative conflict with organizational rules. In Studies 1a and 1b, we develop and validate a measure of normative conflict. In Study 2, we conduct a preliminary test of the model with employed students and find that identity is positively related to constructive deviance only when normative conflict is high. In Study 3, we replicate and extend the model to show that the moderating effect of normative conflict is mediated by experienced psychological discomfort and that organizational identity is positively related to constructive deviance among working adults only when discomfort is high. In total, our findings demonstrate the utility of the normative conflict model for explaining when constructive deviance is mostly likely to occur in the workplace.     

构建食品安全供应链协调管理系统研究

在分析我国食品安全监管工作现状的基础上,提出我国构建食品安全供应链协调管理系统的必要性。对食品供应链协调管理理论与实践进行研究综述,构建食品安全供应链协调管理系统框架,该系统含有2套自适应的子系统,即低成本常规食品安全管理系统和高成本食品安全突发事件控制预测系统。探讨该系统构建的目标、构成、协调机制和实现途径等,以期通过供应链内、外部的交叉连接、协调与交流、自适应调整,实现食品产业供应链一体化全流程的安全监督与控制,达到全面、综合协调管理的目的。     

Why do lay people believe that satisfaction and performance are correlated? possible sources of a commonsense theory

Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet lay people are thought to believe strongly that satisfied or ‘happy’ employees are more productive at work. This paper first documents the strength and pervasiveness of belief in several versions of the happy–productive worker hypothesis (Study 1), then proposes and explores potential substantive explanations for these beliefs (Study 2). It is possible that lay people base their beliefs on genuinely stronger relationships that occur at a different level of analysis than usually studied by researchers, and/or that exist between satisfaction‐like and performance‐like variables other than the constructs typically investigated by scholars. Study 2 provides data relevant to several of these possibilities. The most compelling findings were at the within‐person level of analysis. The average within‐person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57. Individuals feel more satisfied than usual when they believe they are performing better than usual for them. If lay persons mistakenly generalize from their own within‐person experiences of satisfaction–performance covariation to the between‐persons level, this relationship may be the basis for the strong lay belief that satisfied workers perform better. Copyright © 2003 John Wiley & Sons, Ltd.     

Managing safety in hydropower projects in emerging markets – Experiences in developing from a reactive to a proactive approach

International companies investing in emerging markets need to address the management of safety under varying conditions. The paper presents an evaluation of the approaches taken by an international hydropower company in two different construction projects, one in India and one in the Philippines. In the first project, the company had to intervene as a reaction to poor safety and overall performance. Based on previous experiences, the company selected a proactive approach in the second project, involving use of the contracting process to ensure adequate conditions from the start of construction and onwards. The paper accounts for the safety performance results in the two projects and interprets them in relationship to external and internal influencing factors in the respective project. It is concluded that a proactive approach has the potential of delivering satisfactory safety results at moderate costs for follow-up. A reactive approach risks exposing the company to ethical and reputation risks due to a poor safety performance before the corrective actions have taken full effect. It is also resource demanding. Results demonstrate the feasibility of turning around a project’s safety performance also when preconditions are challenging.     

大容积无缝气瓶瓶口外螺纹修复方法及安全分析

为确定不同瓶口壁厚气瓶的外螺纹修复方式，采用数值和理论方法，通过分析外螺纹修复后气瓶的瓶体应力分布、周向转动和轴向窜动情况，对直接加工和采用热套工艺加装衬环2种瓶口外螺纹修复方式的安全性进行评价。结果表明:针对内螺纹规格为3-1/4″-8UN的气瓶，当采用直接加工方式将外螺纹修复至4-1/2″-8UN时，气瓶最大应力位于气瓶筒体上，此时气瓶可安全使用；当已修复至4-1/2″-8UN的瓶口外螺纹再次出现磨损时，直接加工的修复方式会对气瓶的安全使用造成影响，应采用热套工艺加装衬环方式修复瓶口螺纹。     

基于信息加工模型的管制员差错分类与分析

在Wickens的人类信息加工模型的基础上,加入注意功能、情景意识、内部和外部操作成形因素,建立了管制员信息处理模型。按照该模型,空中交通管制人为差错可按照认知领域分为感知与警觉性差错、短时记忆差错、长时记忆差错、判断与计划差错、响应选择差错和响应执行差错;影响管制员操作的情境条件可分为外部操作成形因素和内部操作成形因素。对以往空管人为差错的分析表明,在信息加工层面分类的人为差错更宜于确定差错的心理致因。基于该理论模型的差错分类系统可以改进人为差错分析的有效性和一致性,从而提高差错管理的有效性。     

Motivated to disengage: The ethical consequences of goal commitment and moral disengagement in goal setting

A growing literature has suggested that high performance goals can have unintended consequences within organizations as employees engage in unethical behavior to achieve outcomes associated with goal attainment. Extending research on the dark side of goal setting, we suggest that high performance goals not only create a desire to achieve a particular outcome but also alter moral reasoning processes related to goal attainment. Integrating goal-setting theory with motivated moral reasoning, we hypothesize an indirect effect of high performance goals on unethical behavior via state moral disengagement. We also examine goal commitment—which tends to amplify the relationship between high goals and performance—as a key boundary condition associated with this indirect effect. We build this conditional indirect effect model across three studies conducted in the field and the laboratory. Our results provide new insight into both when and why high goals can facilitate moral disengagement and unethical behavior within organizations.