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《普罗米修斯》2012,30(2):87-105
Most firms in most countries find themselves taking up new technology in the wake of pioneers or first-movers. A central question is how (and whether) such firms can make a success of being followers--in the time-related sense of adopting subsequently. We take a novel approach to this question by drawing on the literature of leadership and followership within organisations. This literature employs characteristics in two dimensions to build a taxonomy of types of follower--in the hierarchical sense of working for and with an organisational superior. Using this approach, we generate hypotheses about the sorts of firms which are likely to prove more or less successful as early and later technology adopters. From the analysis, we are also able to identify ways in which the emerging followership literature requires strengthening. 相似文献
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近年来,国外领导学理论研究人员开始关注领导过程中追随者及其追随行为的作用。本文通过回顾国外追随理论的相关研究成果,通过对53位在中国企业任职的基层员工和管理层进行个别深入访谈,归纳出中国企业有效追随行为的主要特征,并对中、外员工,以及基层和管理层认知的有效追随行为特征进行比较分析。分析结果表明,团队合作、正面心理、主动行为、表达观点、适应性、服从、沟通、忠诚、可靠、主人翁意识、使命感、正直等12个特征是中、外员工、以及中国企业基层和管理层共同认知的有效追随行为的主要特征,但不同群体对这些特征的看重程度和理解程度均有所不同。此外,协调能力、学习、职业激情等3个特征是中国企业管理层对有效追随行为特有的认知。该研究结果揭示了不同情景下有效追随行为特征的共性和独特性,为今后研究人员深入开展追随理论的研究提供了初步的实证依据。 相似文献
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