open access
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open access
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ISSN : 1229-0696
The authors examine the impact of benevolence and credibility, two distinct components of trust on salesperson trust and trust of supplier firm each other. This paper also examines the impact of supplier firm and salesperson trust on a buying firm's relational commitment. The proposed model is tested on data collected from medical device industry. We find that credibility has a positive impact on both of salesperson trust and supplier firm's trust but benevolence has only a positive effect on salesperson trust. The results represent reciprocal effect between trust of supplier firm and salesperson trust, also trust of supplier firm and salesperson has a significant effect on buying firm's relational commitment. Finally, we conclude by discussing various implications, and suggest limitations of the research and future research issues.
Cognitive ability at individual level has been recently studied at group level and labeled as team mental model. Team mental model is expected to improve team effectiveness as it facilitates interactions among team members. In contrast to the continued efforts in developing theoretical models of team mental model, empirical studies are meager. Especially difficulty in measurement has been the major obstacle in conducting empirical studies in spite of the importance of team mental model in understanding the teams of knowledge workers. This study suggests various measurement technique about team mental model and measure it by an elaborate Pathfinder algorithm. We conducted an empirical study to investigate the role of a team mental model on team effectiveness. A total of 121 new product development teams in the IT industry were surveyed for the data collection. We obtained results showing that team mental model has positive influence on team performance, team innovative behavior and team learning effect. Especially, the relationship between team mental model and team performance seems to be mediated by the similarity of knowledge structure among the expert as an intervening variable.
The purpose of this paper is to investigate the nature of adaptive performance as a performance criterion in organizations. Since adaptation can be found in different levels of organizations, a critical question for researchers is how individual adaptive performance (AP) contributes to team-level adaptive performance. Following from a multilevel perspective, this study conceptualizes team AP as a bottom-up emergent process out of individual AP. Also, cross-level effects are posited, such that team characteristics (learning climate and team efficacy) will moderate the influence of proactive learning activity (continuous learning) on individual AP. Results largely supported a composition model of team AP, and team climate and continuous learning had independent direct effects on individual AP. The main contribution of this study is a new conceptualization of performance within a framework of multilevel theory and analysis. By specifying the individual-team relationships in an emerging performance construct, the results of this research avoid errors of misspecification in utilizing individual-level data to estimate a higher-level construct. Suggestions for future research and practical implications were also provided.
The present study was to examine the validity of 2 × 2 achievement goal model (Elliot & McGregot, 2001). This model considers the motivation theory of approach-avoidance as well as the construct of mastery-performance goal and accordingly implies the four subsystems consisted of mastery-approach, mastery-avoidance, performance-approach, and performance- avoidance goals. The achievement goals and the relevant variables to the goals were measured from 256 employees of 16 enterprises. In the confirmatory factor analysis, the 2 × 2 achievement goal model was retested and validated. The influences of need for achievement, learning strategy, motivation system, and personality on the achievement goal were investigated so that both the convergence and the discrimination validity for 2 × 2 achievement goal model might be confirmed. The possibility of generalization and the utility of the model was discussed as well.
This research examined the effect of emotional change on the SA (Situation Awareness) of student pilots when an emotional change was caused by flying with instructor pilots. Measures of EI (Emotional Intelligence) and AFOQT (Air Force Officer Qualifying Test) served as predictors of pilot SA. Although student pilots' SA was not influenced by whether they were flying with instructor pilots or without instructor pilots, the results indicated that EI was the determinant of student pilots' SA particulary when they were flying with instructor pilots. Practical implications of this research were discussed in the context of Air Force pilot selection and training.
The purpose of this research was to investigate the rater perspectives from different positions and levels. Eight scenario were developed about the four good or bad leadership-style from Quinn(1988)`s competing values model: Market, Clan, Adhocracy, and Hierarchy. And the rater`s perspectives were measured by general leadership rating scales and semantic differential scales. The results of this study were as follows: 1) there are differences in perspectives among rater`s position. The raters from high position tended to adopt performance, Innovation, and stability perspective but the raters from low position tended to adopt only relation perspective. 2) There are also differences in perspectives among levels. When supervisors assess their subordinates, they tended to use various perspectives like performance, innovation, and stability. But when subordinates assess their supervisor, they use only relation perspective. Based on these results, it was proposed that rater`s differences in leadership ratings are not simply the error of assessment but the systematic effect reflecting the rater`s position and level. The limitations of this study and implications for the further study were discussed.
The purpose of this study was to examine the effects of Person-Organization(P-O), Person-Job(P-J), and Person-Supervisor(P-S) fit on person`s attitude. Also, this study was conducted to identify whether the three types of fit have interaction effects on person`s attitude. For this study, survey data were collected from 312 employees. The result of this study showed that people perceive P-O fit, P-J fit, and P-S fit separately, and each type of fit affects person`s attitude differently. Organization commitment was predicted most highly by P-O fit. P-J fit explained most highly job satisfaction and intent to turnover. Also, the interaction hypotheses on relationship among three fits which were main interest in this study were partially supported. Based on these results, the implication and limitation of this study were discussed. Also, the direction for future study was discussed.
The purpose of the present study was to investigate the gender differences in situation awareness during driving using three tasks of 2-D matrix navigation, recognition of real driving scene and driving simulation. The results can be summarized as followings. First, female subjects responded faster in 2-D matrix navigation task than male subjects when landmark instructions were provided. Second, in recognition task, male subjects recognized the key elements involved in the past driving scene more accurately than female subjects. In particular, female subjects tended to miss peripheral information. Third, male drivers showed better driving performances in the driving simulation task than female drivers in general, recognition of stimuli provided during driving was not differ in the both genders. These results suggest the possibility of gender differences in situation awareness during driving.
The purpose of this study was to examine the effects of leader's emotional intelligence(EI) on subordinate's attitude such as turnover intention, stress from leader, Leader-Member Exchange(LMX), and trust in leader and leader's task performance. The questionnaires were administered to 316 employees (subordinates). The subordinates rated their own EI, their leader's EI, their own attitude, and leader's task performance. Fifty out of 316 subordinates asked their leaders to self-rate their own EI. Leaders' EI rated by her/his subordinate was negatively correlated with subordinate's turnover intention and stress from the leader, and was positively correlated with the LMX, subordinate's trust in leader, and leader's task performance. Also, the leader's self-report EI was negatively correlated with subordinate's turnover intention and stress from the leader, and was positively correlated with subordinate's trust in leader and leader's task performance. However, subordinate's EI did not moderate the relationship between leader's EI and subordinate's attitude. In the post-hoc analysis, it was found that LMX and trust in leader mediated the relationship between the leader's EI assessed by her/his subordinate and subordinate's attitude. Based on these results, the implications and limitations of this study and the directions for future research were discussed.