Building on person-supervisor fit and implicit leadership theories, we examined the effect of the fit between expected and observed leadership behaviors on employee satisfaction in a cross-cultural context. The data we analyzed had been collected from 237 Chinese employees who reported directly to 40 expatriate senior managers. The results of the polynomial regression analyses and response surface modeling showed that a high degree of fit was associated with a high degree of supervisor satisfaction and that such satisfaction was higher when the expected and observed leadership behaviors exhibited a high level of alignment. Our study's theoretical contributions and practical implications are discussed.

The concept of Future Work-Salience (FWSS) plays a pivotal role in ensuring sustainable employability. Previous studies on FWSS have primarily focused on career-related outcomes, neglecting the broader domain of proactive behaviors. Furthermore, the existing literature lacks research that has comprehensively compared and analyzed multiple categories of proactive behavior within the same study. Drawing on the conservation of resources theory, the present study aims to examine the effects of FWSS on pro-organizational, prosocial, and pro-self-proactive behaviors via career planning, and the potential moderator of uncertainty avoidance. Data were collected using two-wave questionnaires from 191 Chinese employees and analyzed using PLS-SEM. The results showed that FWSS positively affected pro-organizational, prosocial, and pro-self-proactive behaviors via the mediator of career planning. Uncertainty avoidance weakened the positive effect of career planning on pro-self-proactive behavior, but did not significantly moderate the relationship between career planning and pro-organizational or prosocial–proactive behaviors. This study reveals the positive effects of FWSS on organizations, colleagues, and individuals, as well as the underlying mechanism and boundary conditions. By comparing the similarities and differences among multiple proactive behaviors, the theoretical applications and research scope of proactive behaviors were expanded. Finally, we have provided effective management suggestions for organizations on how to improve employees’ proactive behaviors.

通过对来自40个国家,16个行业,354位在中国工作的外派高管的问卷调查,本文对跨文化情境下的领导行为调整开展主题研究,识别出行为调整的两大主题——调整自身领导行为和改变组织内部环境,以及七个亚维度,打开了领导者与下属双向互动的视角.进而生成了四种行为调整模式:复制、吸收、决定和探索,并从母国、外派年限、行业、年龄和性别五个方面分析了模式分布的差异性.最后,对71对外派高管与中国下属的配对样本进行单因素协方差分析,考察了四种跨文化领导行为调整模式在领导有效性上存在的差异.本文的研究发现对外派领导者的角色期待、行为调整和跨文化适应性改变提供了实证依据.

Drawing on the social cohort perspective, this study explores the relationships between the age of expatriate leaders, culture flexibility and their leadership behavior consequence. The data were collected from 63 foreign expatriate leaders and 343 of their direct reported Chinese subordinates via the social media platform for professionals—LinkedIn. The study finds that, while an expatriate leader’s age is not directly related to subordinates’ perception of leadership behavior gaps, the expatriate leader’s age is positively related to culture flexibility, and culture flexibility is negatively associated with subordinate’s perception of leadership behavior gaps. Further, our findings also suggest that the negative relationship between culture flexibility and subordinate’s perception of leadership behavior gaps is weakened in a younger cohort than in an older cohort of expatriate leaders. Insights derived from the age-based cohort role in developing effective expatriate leaders are further discussed.

通过两阶段问卷收集,探究了资质过剩感对主动职业生涯行为的影响及职业满意度的中介作用。统计分析结果表明:资质过剩感对主动职业生涯行为存在U型影响,职业满意度在其中起完全中介作用。方差分析及多重比较证明了国有企业的资质过剩感显著高于私营企业和外资企业;国有企业的职业满意度显著低于私营企业和合资企业,外资企业的职业满意度也显著低于私营企业;国有企业的主动职业生涯行为显著低于合资企业;资质过剩感、职业满意度与主动职业生涯行为在不同性别、学历、婚姻状况的分布中均无显著差异。

Purpose Upper echelons theory regards the CEO as a top management team (TMT) member. Research has rarely distinguished the CEO from other TMT members and has not explained the boundaries between them, which causes little attention to be paid to the interaction between the CEO and TMT members. The authors want to divide the CEO and other TMT members into two independent parts and explore the types of interactions between them and the impact of these interactions on organizational performance. The two independent parts and their interactions are important for the integration, supplementation and refinement of leader-team research in the empirical field. Design/methodology/approach A-share listed companies in the Shenzhen Stock Exchange with continuous operation from 2012 to 2015 were selected as samples. The data in the sample were mainly from the CSMAR database and the obtained data were checked with the data in RESSET, Sina Finance, Phoenix New Media and Eastmoney to ensure their accuracy and completeness. Finally, 209 companies were selected as the sample. The authors used SPSS 22.0 to process data. Findings The results showed that social network interaction, skill interaction and social experience interaction between the CEO and TMT members significantly affected organizational performance and the effects are more significant than those of the CEO and TMT members individually. Originality/value Such consideration can more clearly clarify the organizational use of CEO and TMT members and the complementary and overlapping relationships between them. Further, such consideration is instructive for the rational allocation and efficient operation of leaders and their team members in practice.

基于社会认知理论与自我决定理论,引入内外部工作动机为中介变量,考察其对组织伦理氛围与员工主动性行为关系的影响.研究表明,关怀型组织伦理氛围对主动性行为的直接影响显著,内部动机起中介作用.规则型组织伦理氛围对主动性行为的直接影响显著,而工具型不显著,外部和内部动机均起链式中介作用.

In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nigel Nicholson's theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees - thus demonstrating the adoption of an exploration mode of adjustment - and that role requirements, Thai employee characteristics, the local hierarchy system and the expatriate leaders' perceptions all influence the latter's modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.

It has been argued that the adjustment of leadership behavior is essential to leader effectiveness in a cross-cultural context; however, little is known about whether and to what extent business leaders actually do adjust and about the factors that influence any adjustment. This paper presents a study that investigates such aspects. Our data were collected from 391 expatriate senior managers working in China. The results of the hypotheses’ testing show that the leaders significantly adjusted their leadership behaviors and that such adjustment was negatively associated with standardized IHRM strategy, and positively associated with both the control purpose of international assignment and the perception of the importance of aligning leadership behaviors to employee characteristics. The implications of the findings for research and practice are also discussed.

This paper is aimed at exploring the origin of effective resources in enterprise develop‐ment by two phases of longitudinal multi‐case study on four machinery manufacturing enterprises within three years .At the first phase of research ,enterprise TM T social relationship strength was redefined and its type was subdivided ;at the second phase of research ,the correlation be‐tween tie strength type and resource acquisition as well as its influence on enterprise competitive ability was discussed .This paper presents the second phase and its findings .The results show that TMT tie strength type is a three‐dimensional model composed of working tie strength ,per‐sonal tie strength and relationship types ,and 20 different combinations in the model respectively provide the enterprise with different approaches ,types and degrees of resource acquisition .More‐over , the research also proves that enterprise competitive ability is determined by strategic knowledge resource and supported by operational resource .

进入到二十一世纪的第二个十年,信息化已经成为绝大多数企业发展必须要经过的重要环节,也是当前企业之间竞争的基础.而信息系统规划理论作为企业信息化建设的重要理论基础,在企业管理学中具有举足轻重的地位.首先就信息系统规划理论的基本内容进行简要的陈述,进而对信息系统规划在企业中的实施步骤进行分析.

The adjustment of leadership approach according to conditions in the host country has been argued to be essential for leadership effectiveness in a cross-cultural context. However, virtually no empirical research has studied the adjustment of cross-cultural leadership. This paper presents a study that explores modes of cross-cultural leadership adjustment and investigates forces influencing modes of adjustment. Data were collected from senior expatriate managers working in Thailand. Nicholson’s (1984) theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of cross-cultural leadership adjustment. The results show that a majority of expatriate executives made adjustment to their leadership approaches and tried to change Thai employees, showing the exploration mode of adjustment, and that role requirements, characteristics of Thai employees, and local hierarchy system, as well as leaders’ perceptions, all influenced expatriate leaders’ modes of adjustment. Based on our findings, a theoretical framework and a number of research propositions were developed. The implications of the finings are discussed.

安永全球商务服务(大连)有限公司(简称安永全球)是安永(E&Y)在中国投资的第一家全球共享商务服务中心.自2009年成立以来,安永全球以服务至上的理念为安永在大中华区的主要业务提供优质的人力资源、财务和IT服务等商务服务.就人力资源服务而言,安永全球承担了安永在大中华区的人力资源管理全流程工作.不同于传统意义上的外包模式,在战略重组后,人力资源商务服务成为安永第五大业务模块中的主要业务——个隶属安永的内部流程中心.安永大中华区所有的人力资源管理实践活动被“外包”给人力资源商务服务中心.这种独具匠心的人力资源“外包”模式,为安永提供了卓有成效的人力资源管理服务,成为支撑安永持续发展的重要平台.

本文从高管职业生涯的整体角度出发,借由最佳匹配分析为研究工具,对锐思金融数据库中公布的244家上市公司355位高管的工作历史构建职业生涯序列,识别出高管人员的六种职业生涯模式,分别为单一职能者、内部晋升者、来自公共部门的高经验外来者、职能多变者、来自企业的高经验外来者及无职业序列者.进而,通过卡方检验,探索了职业生涯模式在不同出生年代、不同职务高管间分布的显著差异性.与国外同类文献相比较,本研究既发现了中国高管职业生涯的特有模式,也发现了中国高管职业发展的外部劳动力市场战略取向明显,职业多样性和职业复杂度不高等特征.在讨论部分,列出了相应的政策和管理建议.

This study investigates the determinants of high-performance work systems (HPWS) in small and medium-sized private enterprises (SMPEs) in China. Fifteen SMPE owners in a medium-sized city of China were interviewed, the data were analysed and a grid model was developed. The results show that stakeholder relationships and the commitment of owners to human resource management (HRM) are the two main aspects determining the adoption of HPWS in China's SMPEs. Most of the HRM practices used by these SMPEs were developed by the owners according to the specific needs of the firm and the need for flexibility. This research contributes to the HPWS literature by providing evidence on its development in SMPEs in a transitional economy.

通过多案例研究方法,对4家机械制造企业24位TMT成员的外部社会关系网络进行深度研究,将TMT社会关系网络中的强、弱关系进行了再定义和关系强度类型的细分.研究发现,TMT关系强度的划分存在互动频率、认识的时间长短、亲密性、互惠程度和交往物质投资5个维度;TMT关系强度存在强工作-强私人关系,强工作-弱私人关系,弱工作-强私人关系和弱工作-弱私人关系4种组合类型.

从高层管理团队(TMT)社会网络的角度,通过对145家国有控股上市公司1 079名高层管理人员的履历信息进行内容分析,以TMT社会资本存量和联系强度2个维度测量TMT社会资本,探讨TMT社会资本对企业财务绩效的影响.在进行社会资本分析时,采用复杂网络社区理论及算法,将TMT映射至拓扑结构,以TMT为一个整体,将TMT视为真实世界网络中的一个社区加以研究.研究结果表明,企业TMT的社会资本存量及强度显著影响企业的经营绩效和投资绩效,但对筹资绩效未产生影响.

The present paper adopts meta-analytic method to analyze 101 empirical papers from 31 top academic journals in western countries and China.Meanwhile,due to the inconsistent categories of HRMP,the authors conduct a new two-dimension category of HRMP and test the relationship of HRMP and OP.In addition,the present paper further explored the impacts of culture on the relationship of HRMP and OP.

This case takes the poor performance of the human resources management headquarter of Dalian DG system as a starting point.Through the description of the enterprise interior environment and the whole process of the human resource plan meeting in the headquarter,the paper demonstrates this company's human resources management problems and initial solutions.It also presents the situation on how to carry out the strategic change for the human resources management department when the scale of the organization expands continuously.

The present research has been guided by a number of issues and concerns with SHRM research. For example, a growing evidence of cultural and HR transitions globally and the need to further if convergence occurs in regional clusters, overcoming existing methodological deficiencies in SHRM research, and calls to incorporate the concept of human resource satisfaction (HRS) in an analysis of SHRM practices (Khilji and Wang, 2006, 2007). A multiple respondent strategy is, therefore, used to draw data from several organisations in Pakistan and China. Results show that while there is convergence with respect to adopt and implement progressive HR practices in both these countries, the transition in both societies is happening at a pace i.e. uniquely determined by the local context and institutions. This supports the crossvergence perspective in SHRM i.e. slowly gaining popularity. Implications and limitations are discussed.