東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Employees do matter: Autonomy, teamw...

Monsen, Erik Willard.

FindBook

Google Book

Amazon

博客來

Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture./
作者:	Monsen, Erik Willard.
面頁冊數:	248 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2293.
Contained By:	Dissertation Abstracts International66-06A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3178339
ISBN:	9780542179044

Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture.
Monsen, Erik Willard.

Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture. - 248 p.

Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2293.

Thesis (Ph.D.)--University of Colorado at Boulder, 2005.

Given the controversy in the relationship between an entrepreneurial strategic orientation and firm performance, I probe deeper by shifting from the firm-level to the individual-level of analysis in an attempt to understand potential mediating processes at the level of the individual employee. I investigate the under-examined role that individuals and teams play in corporate entrepreneurship by addressing two questions. First, what impact does an entrepreneurial organizational culture have on employee attitudes and performance? Second, what role do autonomy and teamwork play in an entrepreneurial organization? Surveying employees in a large, high-technology service organization, I used an organization-wide survey to collect data on entrepreneurial culture, role stress, and organizational identification, as well as archival sources to collect data on individual job performance. Using structural equation modeling, I analyze the impact of elements of entrepreneurial orientation (risk-taking, proactiveness, and innovativeness) on individual job performance, as mediated by role ambiguity and organizational identification, for 1653 full-time employees and managers. As suggested by social identity, empowerment, and organizational learning theories, there are significant differences in the organizational and entrepreneurial nature of work groups, contingent on individual perceptions of autonomy and teamwork in the group. In fact, autonomy and teamwork emerge as critical contingency factors in understanding the relationship between entrepreneurial orientation and individual job performance. These results in turn suggest differing prescriptions for improving both performance and quality of work life, depending on these contingency factors. For executives, managers and consultants, this research has implications for the customized design of more successful corporate entrepreneurship programs that maximize benefits for both firms and employees. For researchers, this framework and these findings add clarifying insights into the strategy-structure-performance conversation in the fields of entrepreneurship and strategy. Finally, this research contributes to building a solid bridge between the fields of organization development and entrepreneurship.

ISBN: 9780542179044Subjects--Topical Terms:

626628
Business Administration, Management.

Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture.
LDR:03171nmm 2200277 4500 001 1823189
005 20061128082835.5
008 130610s2005 eng d
020 $a 9780542179044
035 $a (UnM)AAI3178339
035 $a AAI3178339
040 $a UnM $c UnM
100 1 $a Monsen, Erik Willard. $3 1912302
245 1 0 $a Employees do matter: Autonomy, teamwork and corporate entrepreneurial culture.
300 $a 248 p.
500 $a Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2293.
500 $a Director: R. Wayne Boss.
502 $a Thesis (Ph.D.)--University of Colorado at Boulder, 2005.
520 $a Given the controversy in the relationship between an entrepreneurial strategic orientation and firm performance, I probe deeper by shifting from the firm-level to the individual-level of analysis in an attempt to understand potential mediating processes at the level of the individual employee. I investigate the under-examined role that individuals and teams play in corporate entrepreneurship by addressing two questions. First, what impact does an entrepreneurial organizational culture have on employee attitudes and performance? Second, what role do autonomy and teamwork play in an entrepreneurial organization? Surveying employees in a large, high-technology service organization, I used an organization-wide survey to collect data on entrepreneurial culture, role stress, and organizational identification, as well as archival sources to collect data on individual job performance. Using structural equation modeling, I analyze the impact of elements of entrepreneurial orientation (risk-taking, proactiveness, and innovativeness) on individual job performance, as mediated by role ambiguity and organizational identification, for 1653 full-time employees and managers. As suggested by social identity, empowerment, and organizational learning theories, there are significant differences in the organizational and entrepreneurial nature of work groups, contingent on individual perceptions of autonomy and teamwork in the group. In fact, autonomy and teamwork emerge as critical contingency factors in understanding the relationship between entrepreneurial orientation and individual job performance. These results in turn suggest differing prescriptions for improving both performance and quality of work life, depending on these contingency factors. For executives, managers and consultants, this research has implications for the customized design of more successful corporate entrepreneurship programs that maximize benefits for both firms and employees. For researchers, this framework and these findings add clarifying insights into the strategy-structure-performance conversation in the fields of entrepreneurship and strategy. Finally, this research contributes to building a solid bridge between the fields of organization development and entrepreneurship.
590 $a School code: 0051.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
690 $a 0454
690 $a 0629
710 2 0 $a University of Colorado at Boulder. $3 1019435
773 0 $t Dissertation Abstracts International $g 66-06A.
790 1 0 $a Boss, R. Wayne, $e advisor
790 $a 0051
791 $a Ph.D.
792 $a 2005
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3178339