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The aim of this study is to understand individual motivation to speak up, which extends the application of voice behavior. Employing a cross-level moderation framework, this paper explored the relationship between employees’ authoritarian leadership perceptions and their speaking-up behavior, as reported by supervisors, along with a moderating effect of group loyalty. Specifically, we propose a conceptual variable, “saying nothing but good news”, which related to the choice of the selective disclosure of information to others. Utilizing data of 140 supervisors and 603 subordinates in the Taiwanese military, results of the hierarchical linear modeling (HLM) analysis revealed that authoritarian leadership was negatively related to prohibitive voice, but positively related to saying nothing but good news. Group loyalty moderated the relationship between authoritarian leadership and prohibitive voice when group loyalty is high. Implications for management and future research are discussed.
Jen-Wei Cheng; Cheng-Ze Hung; Hung-Chieh Yen; Yi-Tai Seih; Kang-Min Chien. Risk-facing or risk-avoiding? Group loyalty encourages subordinates to tell the truth. The Journal of Social Psychology 2021, 1 -16.
AMA StyleJen-Wei Cheng, Cheng-Ze Hung, Hung-Chieh Yen, Yi-Tai Seih, Kang-Min Chien. Risk-facing or risk-avoiding? Group loyalty encourages subordinates to tell the truth. The Journal of Social Psychology. 2021; ():1-16.
Chicago/Turabian StyleJen-Wei Cheng; Cheng-Ze Hung; Hung-Chieh Yen; Yi-Tai Seih; Kang-Min Chien. 2021. "Risk-facing or risk-avoiding? Group loyalty encourages subordinates to tell the truth." The Journal of Social Psychology , no. : 1-16.
Entrepreneurial vision promotes innovation, which is a critical factor contributing to the success of an organization in the globalized world. However, the increasing awareness regarding sustainable development among people worldwide has not induced an increase in organizations’ concerns about environmental issues. An organization’s green shared vision (GSV) states its environmentally friendly philosophy to its members; however, few studies have examined GSV from a cross-level perspective. To fill this research gap, this study examined the influences of GSV on the psychological processes, attitudes, and behaviors of organization members. This study focuses on individuals’ psychological processes to explore the relationships among an organization’s GSV, green product psychological ownership (GPPO), proactive green innovation (PGI), reactive green innovation (RGI), and green creativity (GC). This study’s participants are employees from the research and development, design, marketing, and sales departments of small and medium-sized enterprises in Taiwan. The results obtained by surveying 575 employees in 72 teams indicate that team-level GSV has a positive and significant relationship with GPPO and GC at the individual level. In addition, our research results indicate the existence of mediating effects in the relationships between GPPO and GC and between PGI and RGI. Thus, GSV, GPPO, PGI and RGI greatly influence GC. Consequently, an organization should develop GSV to promote GPPO among its members to facilitate green innovation and enhance the GC of its members.
Wenchang Fang; Tzong-Hann Wu; Tai-Wei Chang; Cheng-Ze Hung. What Could Entrepreneurial Vision Do for Sustainable Development? Explore the Cross-Level Impact of Organizational Members’ Green Shared Vision on Green Creativity. Sustainability 2021, 13, 5364 .
AMA StyleWenchang Fang, Tzong-Hann Wu, Tai-Wei Chang, Cheng-Ze Hung. What Could Entrepreneurial Vision Do for Sustainable Development? Explore the Cross-Level Impact of Organizational Members’ Green Shared Vision on Green Creativity. Sustainability. 2021; 13 (10):5364.
Chicago/Turabian StyleWenchang Fang; Tzong-Hann Wu; Tai-Wei Chang; Cheng-Ze Hung. 2021. "What Could Entrepreneurial Vision Do for Sustainable Development? Explore the Cross-Level Impact of Organizational Members’ Green Shared Vision on Green Creativity." Sustainability 13, no. 10: 5364.
In a period of rapid information development and response to the impact of environmentalism on the company, how to effectively promote organizational members embracing knowledge sharing behavior through knowledge management will be an important issue in corporate green management. This article proposes a new integrated multi-level research framework based on organizational identity theory and psychological ownership theory to further analyze enterprise green management. Utilizing the data of 73 supervisors and 583 subordinates in Taiwan’s small- or medium-sized enterprises, results of the hierarchical linear modeling (HLM) analysis revealed that green group identification at the team level affects organizational members in terms of green product psychological ownership and green knowledge sharing as well as how green knowledge sharing, green creativity, and green product development performance are influenced when members get their green product psychological ownership. The results of the study validate the antecedents and consequences of green knowledge sharing and broaden the field of knowledge management for green management related to environmental behavior and performance, aside from providing valuable insights for relevant practitioners.
Tai-Wei Chang; Cheng-Ze Hung. How to Shape the Employees’ Organization Sustainable Green Knowledge Sharing: Cross-Level Effect of Green Organizational Identity Effect on Green Management Behavior and Performance of Members. Sustainability 2021, 13, 626 .
AMA StyleTai-Wei Chang, Cheng-Ze Hung. How to Shape the Employees’ Organization Sustainable Green Knowledge Sharing: Cross-Level Effect of Green Organizational Identity Effect on Green Management Behavior and Performance of Members. Sustainability. 2021; 13 (2):626.
Chicago/Turabian StyleTai-Wei Chang; Cheng-Ze Hung. 2021. "How to Shape the Employees’ Organization Sustainable Green Knowledge Sharing: Cross-Level Effect of Green Organizational Identity Effect on Green Management Behavior and Performance of Members." Sustainability 13, no. 2: 626.