排序方式: 共有126条查询结果,搜索用时 185 毫秒
51.
The ever-increasing complexity of disasters demands utilisation of knowledge that exists outside domains traditionally drawn upon in disaster management. To be operationally useful, such knowledge must he extracted, combined with information generated by the disaster itself, and transformed into actionable knowledge. The process, though, is hampered by existing, business-oriented approaches to knowledge management, by technical issues related to access to relevant, multi-domain information/knowledge, and by executive decision-making processes based predominantly on historical knowledge. Consequently, as shown by many recent incidents, the management of large-scale (mega) disasters is often inefficient and exceedingly costly. This paper demonstrates that the integration of modified information and knowledge management into the concepts of network-centric operations and network-enabled capabilities, and the employment of Boyd's OODA (Observe, Orient, Decide, and Act) Loop-based decision-making in unpredictable and dynamically changing environments, may address some of these problems. 相似文献
52.
行为安全修正理论是在“行为ABC”心理学研究的基础上提出的改变人的行为的理论,它通过变革型领导的领导方式来获得员工对组织的信任,并通过强化行为的实施结果对行为人本身的影响来强化人们实施安全的或是考虑更加安全的工作方法.本文通过对国内外一些相关研究进行回顾和对比,结合行为心理学理论,对行为安全的要旨进行了概述,并指出通过... 相似文献
53.
《组织行为杂志》2017,38(8):1183-1195
Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual‐leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitation role conflict and the resulting need to manage incongruent role identities produce stress, strain, and resource depletion that in turn hamper innovative goal achievement for both a single leader directly and via subordinates more indirectly. We propose, however, that as an extension of the resource investment tenet of the conservation of resources theory, a dual‐leadership approach may alleviate many of these challenges for innovation. Specifically, the addition of a second leader can add resources to innovation and in turn decrease the role conflict inherent in managing the generation and implementation of creative ideas. Limitations and areas for future research are offered. 相似文献
54.
Informal hierarchies are a common and important feature of many groups, yet we know little about the antecedent conditions that determine the strength of such hierarchies. Building on theory that has depicted hierarchy as a mechanism for reducing uncertainty and creating structure, we posit that informal hierarchies emerge most strongly in situations that are ambiguous, ill‐defined, and unstructured. Three independent studies confirm this notion, demonstrating that groups develop particularly strong informal hierarchies in situations characterized by both a lack of strong formal leadership and high task complexity. These findings support the theoretical notion that formal and informal hierarchies are closely related, but only under conditions of high task complexity in which the structuring functions of hierarchies are most crucial. 相似文献
55.
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in 2002 by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions. 相似文献
56.
Although proactive followership behavior is often viewed as instrumental to group success, leaders do not always respond favorably to the actions of overly eager followers. Guided by a constructivist perspective, we investigated how interpretations of followership differ across the settings in which acts of leadership and followership emerge. In thematically analyzing data from semi‐structured interviews with leaders of high‐performing teams, we depict how the construal of follower behaviors relates to various contextual factors underscoring leader–follower interactions. Prototypical characteristics were described in relation to ideal followership (i.e., active independent thought, ability to process self‐related information accurately, collective orientation, and relational transparency). However, proactive followership behaviors were subject to the situational and relational demands that were salient during leader–follower interactions. Notably, the presence of third‐party observers, the demands of the task, stage in the decision‐making process, suitability of the targeted issue, and relational dynamics influenced which follower behaviors were viewed as appropriate from the leader's perspective. These findings provide insight into when leaders are more likely to endorse proactive followership, suggesting that proactive followership requires an awareness of how to calibrate one's actions in accordance with prevailing circumstances. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
57.
企业安全领导力研究进展 总被引:1,自引:1,他引:0
列举几起因安全领导力缺乏造成的典型事故,指出当前企业安全管理和安全文化建设中的不足;探讨安全领导力的概念以及与安全管理的区别,论述安全领导力理论发展的4个阶段,重点分析交易型领导力和变革型领导力的关键要素及对企业安全绩效的影响,并对安全领导力的重要意义进行探讨。最后对企业决策层、中间管理层和基层管理层的安全领导力进行归纳和对比。研究表明:企业各级管理层安全领导力既是企业健康安全管理的关键要素,同时也是企业安全文化的基础,它决定了企业其他员工对安全的态度和行为。 相似文献
58.
Institutional credibility and leadership: critical challenges for community-based natural resource governance in rural and remote Australia 总被引:1,自引:1,他引:0
Community-based natural resource management (CBNRM) institutions are challenged with finding common ground as a basis for
action among diverse resource users and stakeholders. Establishing and maintaining institutional credibility within their
regions, catchments, communities and among their membership is fundamental to overcoming the challenge. So too is applying
appropriate institutional and governance structures and appointing appropriate leaders. Drawing on triangulated case study
data collected over a 12-month period using multiple methods, this paper examines the influence of institutional credibility
and leadership on the functioning, decision-making and governance of two CBNRM institutions in Queensland, Australia. The
paper shows that stakeholders have very different expectations of what makes a CBNRM institution credible. Satisfying the
multiple expectations requires CBNRM institutions to incorporate diverse stakeholder representation, assert their legitimacy
and demonstrate accountability, transparency, fairness and justice. The paper also draws attention to the value and importance
of appointing inspirational leaders who focus on encouraging followers to pursue collective goals. Comparing the merits and
constraints of appointing average Joes versus community elites to the Boards of CBNRM institutions, the paper highlights the
urgent need for community-based natural resource governance and inspirational leadership education and training programs to
improve the availability and quality of CBNRM leadership in rural Australia. Since combining credible CBNRM institutions with
inspirational leaders does not necessarily equate to sustainable on-ground NRM outcomes, it is critical that the education
and training programs emphasise the importance of monitoring and evaluating the improvements in decision-making processes
and in decision outcomes. 相似文献
59.
In this paper, we examine the effects of leadership consideration and structure on two important organizational behavior outcomes: employee perceptions of organizational justice and counterproductive work behavior (CWB). We examine these effects across two studies using multisource data (employees and supervisors in Study 1; employees and coworkers in Study 2). Results reveal that consideration and structure have distinct effects across distributive, procedural, informational, and interpersonal dimensions of justice. Moreover, results suggest that consideration and structure have multiplicative effects on employee CWB. We find the highest levels of CWB among employees of supervisors who exhibit high structure and low consideration. Interestingly, results also suggest that the effects of structure on CWB may be curvilinear (u‐shaped) such that moderate levels of structure are associated with the lowest levels of CWB. We discuss implications for future consideration and structure research as well as managerial practice. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
60.
Beattie BL 《Journal of Safety Research》2011,42(6):521-523