Ledaren har en avsevärd påverkan på medarbetarens prestationsförmåga ocharbetstillfredsställelse. Stöd är en kommunikationsaspekt som främjardelaktighet, tillfredställelse och prestationsutveckling för individen, menbidrar också till företagets lönsamhet. Första delstudien undersökersambandet mellan ledares kommunikationsförmåga och medarbetarnasprestationsförmåga. Data insamlad i interkulturellt, industriellt företag i sexländer, tre världsdelar (N=2568). Resultatet visar ett signifikant sambandmellan ledarens kommunikationsförmåga och medarbetares prestationsförmåga.Ifrågasätta predicerar medarbetarnas prestation i störstutsträckning i fem av sex länder. Att bli konstruktivt ifrågasatt av sin ledarebidrar till individuell prestationsutveckling. Delstudie två undersöker vilkenav ledarens kommunikationsaspekter som bäst predicerar medarbetarestillfredställelse med ledaren. Data insamlad i utbildningsväsendet ikommun, norra Sverige (N=119). Mätinstrumentet inkluderade LMX-7,samt items om frekvens och kvalitet. Resultat visar att Stöd predicerar engod utbytesrelation. Medarbetaren måste känna stöd från ledaren för attuppleva en god relation/kommunikation. Den viktigaste aspekten avkommunikationen är att stötta och ifrågasätta medarbetaren.

As companies of the 21th century are getting more and more globalized it is important for companies to stay ahead of their known and unknown competitors. Knowledge is a key factor for many companies. Knowledge cannot always be transmitted effectively between employees in companies. Large sized enterprises have adopted various information and communication technologies (ICT) in order to transmit knowledge fast and efficiently. Small and medium sized enterprises (SMEs) have according to previous research, not been able to apply ICT to their business as well as large sized firms The purpose of this dissertation is to explore the gap, which exists between the usage of ICT and knowledge sharing in Swedish SMEs. In this dissertation, a deductive approach will be used as the theories are existent but are lacking empirical data. The research was performed through qualitative studies, and the method that was used was case studies. The case studies were performed in four companies, which belong to the production/service industry, all the companies fall into the category of SME. A model was constructed from existing theories made by Hendriks (2001) this model was analyzed and tested thoroughly. In the analysis of this dissertation, the model was developed as new factors were discovered to have an influence on what is affecting managerial perception of ICT and how it is being used for knowledge sharing. Our findings suggest that ICT use is affected by an influence, which exists in an external layer. This influence consists of legal requirements. Legal requirements seem to have a large impact on how ICT is being used in some companies, which are operating in a knowledge-based industry.

Ett företags organisationskultur består av ett gemensamt värdesystem som har en meningsskapande funktion för de anställda i företaget som identifierar sig med organisationen. I en företagsfusion, där två eller flera företag går samman, har det visat sig vara svårt att förena olika organisationskulturer på grund av motstånd från de anställda. Tidigare forskning kring detta har till stor del fokuserat på de anställdas agerande i en fusion. Syftet med denna studie var att undersöka hur anställdas meningsskapande i en fusion påverkades av deras identifikation med organisationen. Med en kvalitativ intervjustudie undersöktes hur anställda i fyra företag hade upplevt en fusion av företagen. Resultatet visade att även om förändringsprocessen hade upplevts negativt av samtliga deltagare varierade upplevelsen av det nya företaget och dess kultur utifrån deltagarnas tidigare bolagstillhörighet. Analysen visade att identifikationen med de tidigare organisationskulturerna påverkade de anställdas menings-skapande i situationen och därmed skapandet av en ny gemensam organisationskultur.

Organizational trust is an important antecedent and the intermediary variables of employee behavior. From the organizational behavior point of view, in the rapidly changing and uncertain environment, organizations need the employees to redouble efforts, and staffs expect the organizations also to provide more care and trust. Therefore, the good relationship between employees and organizations is very important, and Organizations Trust is the core of this relationship. In this study, quantitative research was adopted with the part-time MBA students of Sun Yat-Sen University as target group, who sent out questionnaires in the form of hard copy or electronic file to their friends or colleagues. The research target was limited to Taiwan citizens and employees working in Taiwan companies. A total of 400 questionnaires were distributed, 150 of which aimed to solicit subordinates¡¦ view on their direct supervisors, 150 associates¡¦ view on their peers, and 100 superiors¡¦ view on their subordinates. The feedback of questionnaires totaled 247, with 102, 91 and 54 from subordinates, associates and superiors respectively. The collected data was analyzed and validated by using descriptive statistics, reliability analysis, validity analysis, and structural equation modeling. The conclusions are summarized below: (1) A high degree of confidence lays the foundation of most Taiwan enterprises, exhibiting various features of organizational structure of trust as defined by Guoduohaochu. A few of them are compliance with commitment, integrity and avoiding deliberations, all of which exist in the target confidence measurements among superiors, peers and subordinates. (2) The corporate trust structure also includes three types of trust intentions, i.e. affective state, cognitive, and intent to behave. These factors prove to be highly related. (3) This study found that executives, colleagues and subordinates hold different views on interpretation of the organizational confidence measurement. The views between superiors and associates, superiors and subordinates, and associates and subordinates differ. The results indicate that Taiwan enterprises, like their counterparts in North America and Italy, display similar defined organizational trust measure dimensions of compliance with commitments, negotiating honestly, and avoiding taking excessive advantage. Likewise, the three types of trust intentions, i.e. affective state, cognitive, and intent to behave, are included in the corporate trust structure, with these factors co-existing in a positive correlative manner in the target confidence measurements among groups of superiors, peers and subordinates. However, views on interpretation of the organizational confidence measurement differ a lot. This study demonstrates that Chinese culture differs from Latino or European culture in their upper and lower relationship, where supervisors always play a role similar to Jun Fu, while subordinates play the role of courtiers. Different specifications of the role lead to different expectations on the role. Similarly, the difference in power causes the shift of focus of concern, which subsequently forms two different trust relationships. In brief, this argument also applies to the business organizations trust assessment in Taiwan.

With the rapid technological development, the environment faced by the enterprises undergoing rapid change, market-oriented enterprises should seize the opportunity to promote the technological change, process change, organizational structure changes and cultural change, to adapt to not inside and outside of the segment changes in the environment. The change means the transformation of the organization change, means that the break with tradition, a breakthrough for the organization. This study adopts the case study method of qualitative research, through depth interviews with change leaders, and the interview data collection and analysis of organizational culture, leadership style in organizational change, the impact on the effectiveness of organizational change, results in the following the study found that: the success of organizational change to a large extent depends on the company's transformation strategy, determination and leadership style of the leader, the process of implementing change in organizations within the distribution of benefits and the power of the concept of change and organizational structure. A good organizational culture is helpful to implement the organizational change. So the organizational culture have obviously influence to the active change attitude and the ordinary change attitude. and organizational change strategies to adapt to the success or failure of the changing external environment, will directly affect the business change. First, the change leader to obtain top management support, Second, grasp the core personnel, the establishment of organizational change team. Third, in the change process, create a new corporate culture. With the change objectives and strategies to develop a management system. Keywords: organizational change, organizational culture, leadership style, power

This study explores the extent to which organizational culture and operational environment influence the leadership activities of an organization in the midst of significant organizational change and whether culture drives leadership development or vice versa. After exploring several different leadership theories, the study focuses on the concepts of transformational leadership as the theoretical foundations for the leadership component of the research. Likewise, the study builds on organizational theory and sociological foundations to focus on the work of Schein and Hatch for organizational culture, and Schneider for key concepts used in the development of person-organization fit. The research in this study concentrated on the manufacturing organization of a large, well-known company based in the US. This organization is in the midst of considerable organizational change in response to upheavals in its markets, its technology, and its manufacturing strategy. Research was conducted through collection of data from public sources, review of internal organization documents, a survey of perceptions of the organizational culture held by the staff, and detailed interviews with a cross section of the professional and managerial staff involved in the leadership development process. The results of the research and analysis showed that despite strong efforts by executive leadership and developing leadership at all levels to create a more compassionate organizational culture, the crisis facing the organization caused even the most committed and well-meaning individuals to revert to a cultural norm of a driven, results-oriented organizational culture. The interviews and survey data led to conclusions that culture change is a long term effort; that it requires executive leadership commitment, vision, and constant communication to reinforce the vision; and is best addressed through leadership development in the younger staff with less personal investment in the status quo.

The purposes of this study were the relationship among Organizational Culture, Job Characteristics, and Organization Citizenship Behavior in the Aviation Industry of Taiwan. The questionnaire survey was adopted for the study. The samples included 1,000 employees who worked in aviation industry of Taiwan. The data were analyzed by the following statistical methods¡GStatistically analyzed, T-test, One-way ANOVA., Pearson product-moment correlation, multiple regression and hierarchical regression statistical techniques. The main findings in this study were: a. Organizational Culture and Organizational citizenship behaviors had positively correlation. Particularly, Innovative Culture had the best correlation with Organizational citizen behaviors. b. Organizational Culture had direct effect on Organizational citizen behaviors. Particularly, the influence of Innovative Culture had the notable effect on Organizational citizen behaviors.The Innovative Culture had significant prediction on the Conscientiusness, Civil Virtue ,Altrusim, Courtesy. c. Job characteristic and Organizational citizenship behaviors had positively correlation. Particularly, The Feedback of Task had the best correlation with Organizational citizen behaviors. d. Job characteristic had direct effect on Organizational citizenship behaviors.The Feedback of Task had significant prediction on Courtesy. The result showed that if the organization emphasizes the Feedback of Task in the work design, then staff's Courteous aspect displays can be higher. e. Job Characteristics and Organizational citizenship behaviors had positively correlation. Particularly ,Supportive culture had the best correlation with Dealing With Other. f. Job Characteristics had direct effect on Organizational Culture.Particularly, Autonomy had significant prediction on Support culture.It showed that organization culture was Support culture , then the staff¡¦s Autunomy aspect dispalyed higher. g. The result of interacted effect between Job Characteristics and Organizational Culture on the effectiveness of Organizational citizenship behaviors had partirlly direct effect. ¡]a¡^ Supportive Culture:When the airline was in the Support culture, its work Automomy higher, its staff ¡¥s Sportsmanship could be higher. ¡]b¡^ Innovative Culture: If the airline was in the Innovative Culture, when it adopted the high Feedback of Task, then the staff had more Altrusim. ¡]c¡^ Bureaucratic Culture:When the airline was Bureaucratic Culture, the higher Feedback of Task was adopted , the more Courtesy of staff ¡¥s behavior. Based on the above conclusions, this study offers some suggestions as the references for managers in Aviation Industry and researchers.

Humor is usually associated with trivial or non-serious banter; it is however a significant factor in the construction of organizational culture. This work provides an experience based organizational account of how organizations are produced and reproduced, as well as how organizational interaction is coupled with structure. This dissertation is based on two ethnographic studies: the first, a year-long study of a hotel kitchen, and the second, a three-year study of a private boarding school. This long term examination of an organization??s interaction is used to illustrate how organizational interaction produces the duality of organizational structuration overtime. An ethnographic communication-focused approach provides methods for recognizing multiple sites and levels of the Structuration process. As a result, this approach provides a major contribution to understanding the process of Structuration through agents?? actions in the context of their organizational culture.

This study is motivated by a desire to understand the role of boundary spanners in creating satisfactory alliance. Specifically, the relationships between organizational culture, boundary spanner, and alliance performance were examined. In general, results from an empirical investigation with 116 alliance experiences supported the notion that alliance partners with higher similarity of organizational culture perceived higher alliance performance. By the same token, higher capabilities of boundary spanners lead to higher alliance performance. Furthermore, the relationships between the organizational culture and alliance performance were mediated through their boundary spanners¡¦ capability.

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