放膽創新或堅守傳統？領導風格對組織氛圍及顧客價值共創之影響－領導情境因素之調節與中介效果

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：22

、訪客IP：3.128.78.30

姓名

詹于萱(Yu-Hsuan Chan) 查詢紙本館藏

畢業系所

企業管理學系

論文名稱

放膽創新或堅守傳統？領導風格對組織氛圍及顧客價值共創之影響－領導情境因素之調節與中介效果

相關論文

★ 工作滿足、領導行為、工作特性與人格特質對離職傾向之探討-以超大型會計師事務所審計人員為例	★ 以組織診斷模型診斷企業組織層級架構－以某公司為例
★ 科技產業組織診斷與分析之研究-以Q公司為例	★ 製造業推行六標準差的成功關鍵因素探討
★ 高職辦理輪調式建教班對學校經營績效之評估－以北區私立高職為例	★ 本國商業銀行經營績效之探討-資料包絡分析法之應用
★ 台灣中小企業創業動機與創業績效關係之研究	★ 員工當責與真誠領導之關聯性-以心理賦權與團隊凝聚力為中介變數
★ 以個人與環境適配為關鍵中介探討特定品牌領導對員工品牌權益之影響	★ 道德感讓你買更多綠色產品？從消費者產品知覺價格及品質角度來探討—以綠色程度做調節
★ 線上品牌社群該如何提升與粉絲的價值共創？以線上品牌社群活動與線下實體活動為中介變數探討	★ 農業創新服務模式之商業模式研究-以蜂巢數據科技有限公司為例
★ 燈⽕闌珊處的求職旅程：如何透過⼯作價值觀、雇主吸引⼒、激勵因⼦為求職者點亮路徑	★ 購買意願的幕後功臣：Instagram大小網紅的自我揭露對消費者自我一致性與感知真實的影響
★ 中小企業之組織診斷與分析－以A公司為例	★ 高科技產業人力資源發展與組織績效之研究－以新竹科學園區為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

本研究試圖回答：「組織在創新與創業的過程中，不同風格之領導者的行為與所採用之管理方式，塑造特定之組織氛圍，進而對企業顧客帶來的影響」，本研究包含了三個部分，第一部分探討領導風格中「服務型領導」及「威權型領導」各自是否會直接影響「顧客價值共創」；第二部分探討「組織氛圍（勇於承擔風險與結構約束）」在領導風格與顧客價值共創之間是否具有中介效果；第三部分以領導情境因素（LMX、權威）作為調節變數，其與領導風格之交互作用下如何形塑組織氛圍（勇於承擔風險與結構約束）。
本研究採用階層線性模型進行跨層次分析，以台灣中小企業員工為填寫對象，分為60組群組，相隔兩週發放問卷，共發放有效問卷180份。研究結果顯示第一部分皆具有顯著影響，關於第二部分，其中「組織氛圍（勇於承擔風險）」在「服務型領導」與「顧客價值共創」之間存在中介效果；然而在「威權型領導」與「顧客價值共創」之間不存在中介效果；而「組織氛圍（結構約束）」在領導風格與顧客價值共創之間皆存在中介效果，最後第三部分，以LMX作為調節變數，其在「服務型領導」與「組織氛圍（結構約束）」以及「威權型領導」與「組織氛圍（勇於承擔風險）」兩種情境下具有調節效果，其餘則無法使LMX發揮調節效果；而權威亦作為調節變數，其在「領導風格（服務型領導與威權型領導）」與「組織氛圍（勇於承擔風險與結構約束）」皆具有調節效果。
本研究之研究貢獻共包括四個部分。第一，本研究證實領導者除了透過職權管理組織內部成員之外，更會藉由自身風格與專業能力來影響組織外部成員，不僅影響企業顧客心理層面如滿意度，更影響至企業顧客共創行為，如產生參與、合作與互助行為，填補領導者與顧客關係之研究缺口。第二，如同個體因素對成員的影響，組織氛圍（勇於承擔風險與結構約束）在領導風格（服務型領導與威權型領導）與顧客價值共創之間扮演重要角色，填補組織層級因素對企業顧客價值共創的影響之研究缺口。第三，組織在創新/創業過程裡，「領導者（服務型領導與威權型領導）」較適合利用「權威」來塑造「組織氛圍（勇於承擔風險與結構約束）」，進一步證實領導者情境因素在組織層級之間存在調節效果，填補了過去研究缺口。最後，結合組織層次與個人層次，並且加入中介因素及調節因素，以階層線性模型進行跨層次分析，進而提升企業顧客價值共創整體研究發展。

摘要(英)

This study attempts to answer the question: "In the process of innovation and entrepreneurship, the leaders with different styles shape the specific organizational climate, which in turn has an impact on customers.’’ The first part examines whether each of the leadership styles "servant leadership" and "authoritarian leadership" has a direct impact on "customer value co-creation". The second part investigates whether "organizational climate (risk and structure)" has a mediating effect between leadership style and customer value co-creation; the third part uses leadership contextual factors (LMX, authority) as moderating variables and how their interaction with leadership style shapes organizational climate (risk and structure).
In this study, a cross-level analysis was conducted using a hierarchical linear model, with 60 groups of employees from small and medium-sized enterprises in Taiwan. The results of the study showed that the first part of the study had a significant effect, while for the second part, there was a mediating effect of "organizational risk climate" between "servant leadership" and "customer value co-creation"; however, there was no mediating effect between "authoritarian leadership" and "customer value co-creation"; another specific climate, "organizational structure climate", had a mediating effect between leadership style and customer value co-creation. Finally, in the third part, LMX as a moderating variable has a moderating effect in two contexts: "servant leadership" and "organizational structue climate" and "authoritative leadership" and "organizational risk climate", while LMX does not have a moderating effect in the other contexts. The moderating effect of authority was also used as a moderating variable in both "leadership style (servant leadership and authoritarian leadership)" and "organizational climate (risk and structure).
The research contribution of this study consists of four parts. First, this study confirms that leaders not only manage members inside the organization through their authority, but also influence members outside the organization through their own style and expertise, which not only affects the psychological aspects such as customer satisfaction, but also influences customer co-creative behaviors such as participation, cooperation, and mutual help, filling the research gap of leader-customer relationship. Second, like the influence of individual factors on members, organizational climate (risk and structure) plays an important role in the relationship between leadership style and customer value co-creation, filling the research gap of the influence of organizational level factors on customer value co-creation. Third, in the innovation/entrepreneurship process, both "servant leadership" and "authoritative leadership" are more suitable to use "authority" to shape "organizational risk climate" or "organizational structure climate", which further confirms the moderating effect of leadership contextual factors between organizational levels and fills the gap of previous studies. Finally, the cross-level analysis was conducted by combining organizational and individual levels, and adding mediating and moderating factors to the hierarchical linear model to enhance the overall research development of customer value co-creation.

關鍵字(中)

★ 服務型領導
★ 威權型領導
★ 組織氛圍（勇於承擔風險）
★ 組織氛圍（結構約束）
★ LMX
★ 權威
★ 顧客價值共創
★ 階層線性模型

關鍵字(英)

★ Servant Leadership
★ Authoritarian Leadership
★ Organizational Risk Climate
★ Organizational Structure Climate
★ LMX
★ Authority
★ Customer value co-creation
★ Hierarchical Linear Model

論文目次

摘要 i
Abstract iii
目錄 v
圖目錄 viii
表目錄 ix
一、緒論 1
1-1 研究背景 1
1-2 研究目的 2
1-3 研究預期貢獻 8
二、文獻探討 10
2-1 顧客價值共創(Customer value co-creation) 10
2-2 服務型領導(Servant Leadership) 12
2-3 威權型領導(Authoritative Leadership) 14
2-4 組織氛圍(Organizational Climate) 15
2-5 組織氛圍（勇於承擔風險）(Organizational Risk Climate) 16
2-6 組織氛圍（結構約束）(Organizational Structure Climate) 19
2-7 領導－成員交換理論(LMX) 22
2-8 權威(Authority) 24
三、研究方法 27
3-1 研究對象與樣本發放 27
3-2 問卷設計 28
3-3 變項衡量方式 28
3-3-1 服務型領導 28
3-3-2 威權型領導 29
3-3-3 組織氛圍（勇於承擔風險） 30
3-3-4 組織氛圍（結構約束） 31
3-3-5 領導─成員交換理論(LMX) 32
3-3-6 權威 33
3-3-7 顧客價值共創 33
3-4 控制變數 35
3-5 資料分析方法 36
3-5-1 敘述性統計與相關分析 36
3-5-2 因素分析 36
3-5-3 信度分析 36
3-5-4 效度分析 37
3-5-5 共同方法變異控制 37
3-5-6 變數之組內與組間變異成份分析 37
3-5-7 階層線性模型分析 38
四、資料分析 39
4-1 敘述性統計分析 39
4-2 相關分析 43
4-3 信度分析 45
4-4 建構效度分析 45
4-4-1 收斂效度 46
4-4-2 區別效度 47
4-5 變數之組內與組間變異成份分析 48
4-6 共同方法變異分析 48
4-7 研究假設分析結果 49
4-7-1 顧客價值共創之虛無模型 49
4-7-2 「服務型領導」對於「顧客價值共創」之關係 50
4-7-3 「服務型領導」對於「組織氛圍(勇於承擔風險)」之關係 50
4-7-4 「服務型領導」對於「組織氛圍(結構約束)」之關係 51
4-7-5 「威權型領導」對於「顧客價值共創」之關係 51
4-7-6 「威權型領導」對於「組織氛圍(勇於承擔風險)」之關係 52
4-7-7 「威權型領導」對於「組織氛圍(結構約束)」之關係 52
4-7-8 「組織氛圍(勇於承擔風險)」對於「顧客價值共創」之關係 52
4-7-9 「組織氛圍(勇於承擔風險)」在「服務型領導」與「顧客價值共創」之中介關係 53
4-7-10 「組織氛圍(勇於承擔風險)」在「威權型領導」與「顧客價值共創」之中介關係 54
4-7-11 「組織氛圍(結構約束)」對於「顧客價值共創」之關係 55
4-7-12 「組織氛圍(結構約束)」在「服務型領導」與「顧客價值共創」之中介關係 56
4-7-13 「組織氛圍(結構約束)」在「威權型領導」與「顧客價值共創」之中介關係 57
4-7-14 領導─成員交換理論之調節效果 59
4-7-14-1 「領導─成員交換理論」對「服務型領導」至「組織氛圍(勇於承擔風險)」之調節效果 59
4-7-14-2 「領導─成員交換理論」對「服務型領導」至「組織氛圍(結構約束)」之調節效果 59
4-7-14-3 「領導─成員交換理論」對「威權型領導」至「組織氛圍(結構約束)」之調節效果 60
4-7-14-4 「領導─成員交換理論」對「威權型領導」至「組織氛圍(勇於承擔風險)」之調節效果 60
4-7-15 權威之調節效果 62
4-7-15-1 「權威」對「服務型領導」至「組織氛圍(勇於承擔風險)」之調節效果 62
4-7-15-2 「權威」對「服務型領導」至「組織氛圍(結構約束)」之調節效果 63
4-7-15-3 「權威」對「威權型領導」至「組織氛圍(結構約束)」之調節效果 64
4-7-15-4 「權威」對「威權型領導」至「組織氛圍(勇於承擔風險)」之調節效果 65
五、結論與建議 72
5-1 研究貢獻 72
5-1-1 領導風格與顧客價值共創之關係 72
5-1-2 組織氛圍（勇於承擔風險與結構約束）在領導風格與顧客價值共創之中介效果 74
5-1-3 權變因素（LMX與權威）在領導者風格與組織氛圍（勇於承擔風險與結構約束）之間的調節效果 77
5-1-4 研究結果之理論意涵層面 82
5-2 實務建議 86
5-3 研究限制與後續研究建議 87
參考文獻 89
附錄一受測問卷 102

參考文獻

何金銘. (2006). 統計分析方法：SPSS 軟體的輔助分析. 台灣復文興業公司.
陳順宇. (2005). 多變量分析. 華泰.
溫福星, & 邱皓政. (2012). 多層次模式方法論：階層線性模式的關鍵問題與試解. 前程文化.
Aarons, G. A., Conover, K. L., Ehrhart, M. G., Torres, E. M., & Reeder, K. (2021). Leader-member exchange and organizational climate effects on clinician turnover intentions. Journal of Health Organization and Management, 35(1), 68-87.
Abu Bakar, H., & McCann, R. M. (2018). An examination of leader-member dyadic politeness of exchange and servant leadership on group member performance. International Journal of Business Communication, 55(4), 501-525.
Amah, O. E. (2018). Determining the antecedents and outcomes of servant leadership. Journal of General Management, 43(3), 126-138.
Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297-1333.
Anderson, S., & Smith, J. (2017). An empirical examination of the services triangle. Journal of Services Marketing, 31(3), 236-246.
Assiouras, I., Skourtis, G., Giannopoulos, A., Buhalis, D., & Koniordos, M. (2019). Value co-creation and customer citizenship behavior. Annals of Tourism Research, 78.
Auh, S., Bell, S. J., McLeod, C. S., & Shih, E. (2007). Co-production and customer loyalty in financial services. Journal of Retailing, 83(3), 359-370.
Auh, S., Menguc, B., Spyropoulou, S., & Wang, F. (2016). Service employee burnout and engagement: the moderating role of power distance orientation. Journal of the Academy of Marketing Science, 44(6), 726-745.
Avolio, B. J., Yammarino, F. J., & Bass, B. M. (1991). Identifying common methods variance with data collected from a single source: An unresolved sticky issue. Journal of Management, 17(3), 571-587.
Ayman, R., Chemers, M. M., & Fiedler, F. (1995). The contingency model of leadership effectiveness: Its levels of analysis. Leadership Quarterly, 6(2), 147-167.
Bande, B., Fernandez-Ferrin, P., Varela-Neira, C., & Otero-Neira, C. (2016). Exploring the relationship among servant leadership, intrinsic motivation and performance in an industrial sales setting. Journal of Business & Industrial Marketing, 31(2), 219-231.
Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517-536.
Belk, R. (2014). You are what you can access: Sharing and collaborative consumption online. Journal of Business Research, 67(8), 1595-1600.
Benoit, S., Baker, T. L., Bolton, R. N., Gruber, T., & Kandampully, J. (2017). A triadic framework for collaborative consumption (CC): Motives, activities and resources & capabilities of actors. Journal of Business Research, 79, 219-227.
Berberoglu, A. (2018). Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals. BMC Health Serv Res, 18(1), 399.
Berraies, S., & El Abidine, S. Z. (2019). Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms. Journal of Knowledge Management, 23(5), 836-859.
Bin Ahmad, K. Z., Jasimuddin, S. M., & Kee, W. L. (2018). Organizational climate and job satisfaction: do employees′ personalities matter? Management Decision, 56(2), 421-440.
Bouzari, M., & Karatepe, O. M. (2017). Test of a mediation model of psychological capital among hotel salespeople. International Journal of Contemporary Hospitality Management, 29(8), 2178-2197.
Bowen, D. E., & Schneider, B. (2014). A service climate synthesis and future research agenda. Journal of Service Research, 17(1), 5-22.
Bowonder, B., Dambal, A., Kumar, S., & Shirodkar, A. (2010). Innovation strategies for creating competitive advantage. Research-Technology Management, 53(3), 19-32.
Buhalis, D., & Foerste, M. (2015). SoCoMo marketing for travel and tourism: Empowering co-creation of value. Journal of Destination Marketing & Management, 4(3), 151-161.
Buonincontri, P., Morvillo, A., Okumus, F., & van Niekerk, M. (2017). Managing the experience co-creation process in tourism destinations: Empirical findings from Naples. Tourism Management, 62, 264-277.
Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. G. (2018). Servant leadership and innovative work behavior in chinese high-tech firms: A moderated mediation model of meaningful work and job autonomy. Frontiers in Psychology, 9, Article 1767.
Chathoth, P. K., Harrington, R. J., Chan, E. S. W., Okumus, F., & Song, Z. (2020). Situational and personal factors influencing hospitality employee engagement in value co-creation. International Journal of Hospitality Management, 91, Article 102687.
Chen, X.-P., Eberly, M. B., Chiang, T.-J., Farh, J.-L., & Cheng, B.-S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796-819.
Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117.
Chiang, J. T.-J., Chen, X.-P., Liu, H., Akutsu, S., & Wang, Z. (2021). We have emotions but can′t show them! Authoritarian leadership, emotion suppression climate, and team performance. Human Relations, 74(7), 1082-1111.
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. Leadership Quarterly, 27(1), 124-141.
Coggins, E. D., & Bocarnea, M. C. (2015). The impact of servant leadership to followers′ psychological capital: A comparative study of evangelical Christian leader-follower relationships in the United States and Cambodia. Journal of Leadership, Accountability and Ethics, 12(4), 111-144.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2 ed.). Lawrence Erlbaum Associates.
Cooper, R. G. (2019). The drivers of success in new-product development. Industrial Marketing Management, 76, 36-47.
Cossio-Silva, F.-J., Revilla-Camacho, M.-A., Vega-Vazquez, M., & Palacios-Florencio, B. (2016). Value co-creation and customer loyalty. Journal of Business Research, 69(5), 1621-1625.
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134-1150.
de Sousa, M. J. C., & van Dierendonck, D. (2014). Servant leadership and engagement in a merge process under high uncertainty. Journal of Organizational Change Management, 27(6), 877-899.
Dekoulou, P., & Trivellas, P. (2017). Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry. Journal of Business & Industrial Marketing, 32(3), 385-397.
Dickson, M. W., Resick, C. J., & Hanges, P. J. (2006). When organizational climate is unambiguous, it is also strong. Journal of Applied Psychology, 91(2), 351-364.
Diesel, R., & Scheepers, C. B. (2019). Innovation climate mediating complexity leadership and ambidexterity. Personnel Review, 48(7), 1782-1808.
Djelassi, S., & Decoopman, I. (2013). Customers′ participation in product development through crowdsourcing: Issues and implications. Industrial Marketing Management, 42(5), 683-692.
Dominguez Gonzalez, R. V., & de Melo, T. M. (2018). The effects of organization context on knowledge exploration and exploitation. Journal of Business Research, 90, 215-225.
Dotzel, T., & Shankar, V. (2019). The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis. Journal of Marketing, 83(5), 133-152.
Duan, J., Bao, C., Huang, C., & Brinsfield, C. T. (2018). Authoritarian leadership and employee silence in China. Journal of Management & Organization, 24(1), 62-80.
Dulebohn, J. H., Wu, D., & Liao, C. (2017). Does liking explain variance above and beyond LMX? A meta-analysis. Human Resource Management Review, 27(1), 149-166.
Elias, A. A., Cavana, R. Y., & Jackson, L. S. (2002). Stakeholder analysis for R&D project management. R & D Management, 32(4), 301-310.
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A systematic review and call for future research. Leadership Quarterly, 30(1), 111-132.
Fiedler, F. E. (1978). The contingency model and the dynamics of the leadership process. In (pp. 59-112).
Galinsky, A. D., Rucker, D. D., & Magee, J. C. (2015). Power: Past findings, present considerations, and future directions. In APA handbook of personality and social psychology, Volume 3: Interpersonal relations. (pp. 421-460).
Garber, J. S., Madigan, E. A., Click, E. R., & Fitzpatrick, J. J. (2009). Attitudes towards collaboration and servant leadership among nurses, physicians and residents. Journal of Interprofessional Care, 23(4), 331-340.
Garcia-Granero, A., Llopis, O., Fernandez-Mesa, A., & Alegre, J. (2015). Unraveling the link between managerial risk-taking and innovation: The mediating role of a risk-taking climate. Journal of Business Research, 68(5), 1094-1104.
Gerlach, F., Hundeling, M., & Rosing, K. (2020). Ambidextrous leadership and innovation performance: a longitudinal study. Leadership & Organization Development Journal, 41(3), 383-398.
Graen, G. B., & Uhlbien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
Greenhalgh, T., Jackson, C., Shaw, S., & Janamian, T. (2016). Achieving research impact through co-creation in community-based health services: Literature review and case study. Milbank Quarterly, 94(2), 392-429.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness.
Greiner, L. E. (1998). Evolution and revolution as organizations grow. Harvard Business Review, 76(3), 55-+.
Grimpe, C., Murmann, M., & Sofka, W. (2019). Organizational design choices of high-tech startups-How middle management drives innovation performance. Strategic Entrepreneurship Journal, 13(3), 359-378.
Gu, J., Wang, G., Liu, H., Song, D., & He, C. (2018). Linking authoritarian leadership to employee creativity: The influences of leader-member exchange, team identification and power distance. Chinese Management Studies, 12(2), 384-406.
Guo, L., Decoster, S., Babalola, M. T., De Schutter, L., Garba, O. A., & Riisla, K. (2018). Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence. Journal of Business Research, 92, 219-230.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate analysis. Englewood: Prentice Hall International.
Hale, J. R., & Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3(4), 397-417.
Hamidi, F., Gharneh, N. S., & Khajeheian, D. (2020). A conceptual framework for value co-creation in service enterprises (case of tourism agencies). Sustainability, 12(1), Article 213.
Henderson, D. J., Liden, R. C., Glibkowski, B. C., & Chaudhry, A. (2009). LMX differentiation: A multilevel review and examination of its antecedents and outcomes. Leadership Quarterly, 20(4), 517-534.
Hiller, N. J., Sin, H.-P., Ponnapalli, A. R., & Ozgen, S. (2019). Benevolence and authority as weirdly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies. Leadership Quarterly, 30(1), 165-184.
Hofmann, D. A., & Gavin, M. B. (1998). Centering decisions in hierarchical linear models: Implications for research in organizations. . Journal of Management, 24(5), 623-641.
Hollebeek, L. D., Srivastava, R. K., & Chen, T. (2019). S-D logic-informed customer engagement: Integrative framework, revised fundamental propositions, and application to CRM. Journal of the Academy of Marketing Science, 47(1), 161-185.
Homburg, C., Mueller, M., & Klarmann, M. (2011). When does salespeople′s customer orientation lead to customer loyalty? The differential effects of relational and functional customer orientation. Journal of the Academy of Marketing Science, 39(6), 795-812.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7(3), 323-352.
Hsiao, C., Lee, Y.-H., & Chen, W.-J. (2015). The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles. Tourism Management, 49, 45-57.
Hsieh, C.-M. (2018). A multilevel analysis of the service marketing triangle in theme parks. Journal of Travel & Tourism Marketing, 35(2), 130-147.
Huang, X., Xu, E., Chiu, W., Lam, C., & Farh, J.-L. (2015). When authoritarian leaders outperform transformational leaders: firm performance in a harsh economic environment. Academy of Management Discoveries, 1(2), 180-200.
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. Leadership Quarterly, 29(5), 549-569.
Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. Leadership Quarterly, 24(2), 316-331.
Hyytinen, A., Pajarinen, M., & Rouvinen, P. (2015). Does innovativeness reduce startup survival rates? Journal of Business Venturing, 30(4), 564-581.
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269-277.
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98.
Janssen, O., & Van Yperen, N. W. (2004). Employees′ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368-384.
Jaramillo, F., Bande, B., & Varela, J. (2015). Servant leadership and ethics: a dyadic examination of supervisor behaviors and salesperson perceptions. Journal of Personal Selling & Sales Management, 35(2), 108-124.
Kandampully, J., Bilgihan, A., & Zhang, T. (2016). Developing a people-technology hybrids model to unleash innovation and creativity: The new hospitality frontier. Journal of Hospitality and Tourism Management, 29, 154-164.
Kandampully, J., Zhang, T., & Bilgihan, A. (2015). Customer loyalty: a review and future directions with a special focus on the hospitality industry. International Journal of Contemporary Hospitality Management, 27(3), 379-414.
Kang, J. H., Matusik, J. G., Kim, T.-Y., & Phillips, J. M. (2016). Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross-level investigation. Journal of Business Venturing, 31(6), 628-642.
Karakitapoglu-Aygun, Z., Gumusluoglu, L., & Scandura, T. A. (2020). How do different faces of paternalistic leaders facilitate or impair task and innovative performance? Opening the black box. Journal of Leadership & Organizational Studies, 27(2), 138-152.
Karatepe, O. M., Aboramadan, M., & Dahleez, K. A. (2020). Does climate for creativity mediate the impact of servant leadership on management innovation and innovative behavior in the hotel industry? International Journal of Contemporary Hospitality Management, 32(8), 2497-2517.
Kasapoglu, E. (2011). Leadership behaviors in project design offices. Journal of Construction Engineering and Management, 137(5), 356-363.
Kaya, B., & Karatepe, O. M. (2020). Does servant leadership better explain work engagement, career satisfaction and adaptive performance than authentic leadership? International Journal of Contemporary Hospitality Management, 32(6), 2075-2095.
Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management, 35(3), 634-717.
Lapointe, É., & Vandenberghe, C. (2015). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of Business Ethics, 148(1), 99-115.
Lee, A., Lyubovnikova, J., Tian, A. W., & Knight, C. (2020). Servant leadership: A meta-analytic examination of incremental contribution, moderation, and mediation. Journal of Occupational and Organizational Psychology, 93(1), 1-44.
Li, M., & Huang, S. (2019). Understanding customers′ continuance intentions toward in-lobby self-service technologies. Frontiers in Psychology, 10, Article 332.
Li, R., Chen, Z., Zhang, H., & Luo, J. (2021). How do authoritarian leadership and abusive supervision jointly thwart follower proactivity? A social control perspective. Journal of Management, 47(4), 930-956, Article 0149206319878261.
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
Linuesa-Langreo, J., Ruiz-Palomino, P., & Elche-Hortelano, D. (2017). New strategies in the new millennium: Servant leadership as enhancer of service climate and customer service performance. Frontiers in Psychology, 8, Article 786.
Litwin, G. H., & Stringer, R. A. (1968). Motivation and organizational climate. Division of Research, Graduate School of Business Administration, Harvard University.
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672.
Luu Trong, T. (2018). Behind the influence of job crafting on citizen value co-creation with the public organization: joint effects of paternalistic leadership and public service motivation. Public Management Review, 20(10), 1533-1561.
Luu, T. T. (2017). CSR and customer value co-creation behavior: The moderation mechanisms of servant leadership and relationship marketing orientation. Journal of Business Ethics, 155(2), 379-398.
MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002). A comparison of methods to test mediation and other intervening variable effects. Psychological Methods, 7(1), 83-104.
Mathieu, J. E., & Taylor, S. R. (2007). A framework for testing meso-mediational relationships in organizational behavior. Journal of Organizational Behavior, 28(2), 141-172.
Matzler, K., Veider, V., & Kathan, W. (2015). Adapting to the Sharing Economy. Mit Sloan Management Review, 56(2), 71-77.
McClanahan, K. J. (2020). Viva la evolution: Using dual-strategies theory to explain leadership in modern organizations. Leadership Quarterly, 31(1).
Mencarelli, R., & Riviere, A. (2015). Perceived value in B2B and B2C: A comparative approach and cross-fertilization. Marketing Theory, 15(2), 201-220.
Merrilees, B., Miller, D., & Yakimova, R. (2017). The role of staff engagement in facilitating staff-led value co-creation. Journal of Service Management, 28(2), 250-264.
Merz, M. A., Zarantonello, L., & Grappi, S. (2018). How valuable are your customers in the brand value co-creation process? The development of a Customer Co-Creation Value (CCCV) scale. Journal of Business Research, 82, 79-89.
Moslehpour, M., Altantsetseg, P., Mou, W., & Wong, W.-K. (2019). Organizational climate and Work Style: The missing links for sustainability of leadership and satisfied employees. Sustainability, 11(1), Article 125.
Muchinsky, P. M. (1976). An assessment of the Litwin and Stringer organization climate questionnaire: An empirical and theoretical extension of the sims and lafollette study. Personnel Psychology, 29(3), 371-392.
Mueller, J., Renzl, B., & Will, M. G. (2020). Ambidextrous leadership: a meta-review applying static and dynamic multi-level perspectives. Review of Managerial Science, 14(1), 37-59.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266.
Naseer, S., Raja, U., Syed, F., Donia, M. B. L., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. Leadership Quarterly, 27(1), 14-33.
Nazir, S., Shafi, A., Asadullah, M. A., Qun, W., & Khadim, S. (2020). Linking paternalistic leadership to follower′s innovative work behavior: the influence of leader-member exchange and employee voice. European Journal of Innovation Management.
Neubert, M. J., Hunter, E. M., & Tolentino, R. C. (2016). A servant leader and their stakeholders: When does organizational structure enhance a leader′s influence? Leadership Quarterly, 27(6), 896-910.
Newman, A., Neesham, C., Manville, G., & Tse, H. H. M. (2018). Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises. International Journal of Human Resource Management, 29(20), 2905-2926.
Newman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2017). How servant leadership influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive personality. Journal of Business Ethics, 145(1), 49-62.
Ning, H., Zhou, M., Lu, Q., & Wen, L. (2012). Exploring relationship between authority leadership and organizational citizenship behavior in China The role of collectivism. Chinese Management Studies, 6(2), 232-245.
Nunnally, J. C. (1967). Psychometric theory (3 ed.). New York: McGraw-Hil.
Nystrom, P. C., Ramamurthy, K., & Wilson, A. L. (2002). Organizational context, climate and innovativeness: adoption of imaging technology. Journal of Engineering and Technology Management, 19(3-4), 221-247.
Ozyilmaz, A., & Cicek, S. S. (2015). How does servant leadership affect employee attitudes, behaviors, and psychological climates in a for-profit organizational context? Journal of Management & Organization, 21(3), 263-290.
Palma, F. C., Trimi, S., & Hong, S.-G. (2019). Motivation triggers for customer participation in value co-creation. Service Business, 13(3), 557-580.
Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, X. (2015). Toward an understanding of when and why servant leadership accounts for employee extra-role behaviors. Journal of Business and Psychology, 30(4), 657-675.
Patterson, M. G., West, M. A., Shackleton, V. J., Dawson, J. F., Lawthom, R., Maitlis, S., Robinson, D. L., & Wallace, A. M. (2005). Validating the organizational climate measure: links to managerial practices, productivity and innovation. Journal of Organizational Behavior, 26(4), 379-408.
Payne, A., & Frow, P. (2017). Relationship marketing: Looking backwards towards the future. Journal of Services Marketing, 31(1), 11-15.
Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(1), 75-87.
Raudenbush, S. W., & Bryk, S. A. (2002). Hierarchical linear models; applications and data analysis methods, 2d ed. Reference and Research Book News, 17(2).
Reiley, P. J., & Jacobs, R. R. (2016). Ethics matter: moderating leaders′ power use and followers′ citizenship behaviors. Journal of Business Ethics, 134(1), 69-81.
Robbins, S. P. (2020). Management, Global Edition (15th Edition ed.). Pearson.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5), 956-974.
Rousseau, D. M. (1985). Issues of level in organizational research: Multi-level and cross-level perspectives. Research in Organizational Behavior, 7(1), 1-37.
Ruzgar, N. (2018). The effect of leaders’ adoption of task-oriented or relationship-oriented leadership style on leader-member exchange (LMX), in the organizations that are active in service sector: A research on tourism agencies. Journal of Business Administration Research, 7(1).
Sahut, J.-M., & Peris-Ortiz, M. (2014). Small business, innovation, and entrepreneurship. Small Business Economics, 42(4), 663-668.
Salanova, M., Agut, S., & Peiro, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90(6), 1217-1227.
Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428.
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. In S. T. Fiske (Ed.), Annual Review of Psychology, Vol 64 (Vol. 64, pp. 361-388).
Schuh, S. C., Zhang, X.-a., & Tian, P. (2013). For the good or the bad? Interactive effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 116(3), 629-640.
Sebora, T. C., & Theerapatvong, T. (2010). Corporate entrepreneurship: a test of external and internal influences on managers′ idea generation, risk taking, and proactiveness. International Entrepreneurship and Management Journal, 6(3), 331-350.
Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management, 42(6), 1723-1746.
Shen, Y., Chou, W.-J., & Schaubroeck, J. M. (2019). The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance. European Journal of Work and Organizational Psychology, 28(4), 498-509.
Shulga, L. V., & Busser, J. A. (2020). Hospitality employee and customer role in value co-creation: Personal, organizational and collaborative outcomes. International Journal of Hospitality Management, 91.
Smith, K. G., Collins, C. J., & Clark, K. D. (2005). Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of Management Journal, 48(2), 346-357.
Sorkun, M. F., Yumurtaci Huseyinoglu, I. O., & Boruhan, G. (2020). Omni-channel capability and customer satisfaction: mediating roles of flexibility and operational logistics service quality. International Journal of Retail & Distribution Management, 48(6), 629-648.
Stollberger, J., Las Heras, M., Rofcanin, Y., & Jose Bosch, M. (2019). Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance. Journal of Vocational Behavior, 112, 158-171.
Sturm, R. E., & Antonakis, J. (2015). Interpersonal power: A review, critique, and research agenda. Journal of Management, 41(1), 136-163.
Tabernero, C., Chambel, M. J., Curral, L., & Arana, J. M. (2009). The role of task-oriented versus relationship-oriented leadership on normative contract and group performance. Social Behavior and Personality, 37(10), 1391-1404.
Tuan, L. T. (2017). Under entrepreneurial orientation, how does logistics performance activate customer value co-creation behavior? The International Journal of Logistics Management, 28(2), 600-633.
Tuan Trong, L., Rowley, C., & Khai Cong, D. (2018). Enhancing the effect of frontline public employees′ individual ambidexterity on customer value co-creation. Journal of Business & Industrial Marketing, 33(4), 506-522.
Ullman, J. B. (2001). Structural equation modeling. Needham Heights, MA: Allyn & Bacon.
van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: An extension and update of service-dominant logic. Journal of the Academy of Marketing Science, 44(1), 5-23.
Vivek, S. D., Beatty, S. E., & Morgan, R. M. (2014). Customer engagement: Exploring customer relationships beyond purchase. Journal of Marketing Theory and Practice, 20(2), 122-146.
Walumbwa, F. O., Muchiri, M. K., Misati, E., Wu, C., & Meiliani, M. (2018). Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work. Journal of Organizational Behavior, 39(3), 249-261.
Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in Psychology, 9.
Winston, B., & Fields, D. (2015). Seeking and measuring the essential behaviors of servant leadership. Leadership & Organization Development Journal, 36(4), 413-434.
Yi, Y., & Gong, T. (2013). Customer value co-creation behavior: Scale development and validation. Journal of Business Research, 66(9), 1279-1284.
Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54-68.
Zeng, J., & Xu, G. (2020). How servant leadership motivates innovative behavior: A moderated mediation model. International Journal of Environmental Research and Public Health, 17(13), Article 4753.
Zhang, Y., & Xie, Y.-H. (2017). Authoritarian leadership and extra-role behaviors: A role-perception perspective. Management and Organization Review, 13(1), 147-166.
Zhang, Y., Zheng, Y., Zhang, L., Xu, S., Liu, X., & Chen, W. (2021). A meta-analytic review of the consequences of servant leadership: The moderating roles of cultural factors. Asia Pacific Journal of Management, 38(1), 371-400.
Zhao, J., Tao, J., & Xiong, G. (2019). Online brand community climate, psychological capital, and customer value cocreation. Social Behavior and Personality, 47(3).
Zhao, X., Shang, Y., Lin, J., Tan, J., Li, H., & Liu, T. (2016). Leader′s relational power: Concept, measurement and validation. European Management Journal, 34(5), 517-529.

指導教授

李憶萱(Yi-Hsuan Lee)

審核日期

2022-1-14

推文