In response to increasing global economic competition, many companies have undergone dramatic structural changes. To improve the overall flexibility and efficiency of their organizations, many companies have replaced their traditional hierarchical management structure with empowered (semi-autonomous or self-managing) work teams. The purpose of this research is finding the relationship between empowering leader behavior, psychological empowerment, job performance, and job characteristic. In this research empowering leader behavior is independent variables, job performance is dependent variables, the psychological empowerment is a mediator variables, job characteristic is intervening variable. The findings of this thesis can be summarized as follows: 1. Accountability leadership behavior impacts the meaning of psychological positively; Self-Directed Decisions Making leader behavior impacts the Self-Determination of psychological positively. 2. Competence of psychological impacts IRB, OCBI & OCBO; Impact of psychological impacts IRB. 3. Psychological empowerment has not mediating effect between Empowering Leader Behaviors and Performance. 4. Task Variability cause intervention on Competence, Self-determination and OCBI,

Syftet med denna studie var att undersöka om hög respektive låg Generell Arbetsrelaterad Identitet (AI) hade effekter på Organizational Citizenship Behavior (OCB). Totalt 147 personer inom offentlig sektor, fördelade över två organisationer, deltog i en enkätundersökning om identitet och frivilligt organisationsbeteende. Resultatet visade på signifikanta effekter för hög och låg AI på OCB, associerat med fyra av de fem deldimensionerna av OCB (altruism, samvetsgrannhet, hövlighet, och delaktighet). Försöksdeltagare med hög jämfört med låg AI skattade OCB högre (p < .01, η2= .16). Generellt indikerar resultatet att organisationer potentiellt kan öka anställdas OCB genom att främja AI. / The aim of this study was to investigate if high and low General Work-Related Identity (AI) had an effect on Organizational Citizenship Behavior (OCB). A total of 147 people within the public sector, across two organizations, responded to a questionnaire regarding identity and discretionary organizational behavior. The results showed significant effects of high and low AI, on OCB associated with four of the five sub-dimensions of OCB (altruism, conscientiousness, courtesy and civic virtue). Participants with high compared to low AI were shown to express higher levels of OCB (p < .01, η2= .16). In general, this indicates that organizations might increase the employees´ OCB by promoting their AI.

In the traditional employment relationship, contract is an essential element to sustain the mutual relationship between employer and employee. In recent years, with the changes of business environment brought forward by the increasing globalization of business and by the dramatic rise in the numbers of mergers and restructurings, there has been a transformation of employment relationship. Psychological contract, a special type of contract, has become increasingly important under such dynamic environment. After reviewing previous academic researches, we found that the issue about the concept of psychological contract was found in relation with employees¡¦ behavior. Based on the previous opinion, this study expects to prove that psychological contract fulfillment is strongly related to employees¡¦ behavior. We also discuss the moderating effect of personality on the relationship between psychological contract fulfillment and employees¡¦ behavior. We therefore intend to use questionnaire survey and using Taiwanese corporate with intention to prove the hypothesis of this paper. The major finding of this study are as following¡G 1¡BDifferent types of psychological contracts fulfillment are positively related to employees¡¦in-role behavior. 2¡BDifferent types of psychological contracts fulfillment have different impact on organizational citizenship behaviors directed at other individuals within the organization. 3¡BPersonality has no moderating effect on the relationship between psychological contract fulfillment and employees¡¦ behavior. 4¡BPersonality has strong moderating effect on the relationship between psychological contract fulfillment and organizational citizenship behaviors directed at the organization.

The Study of Atypical Employment¡¦s Job Satisfaction ¡XThe Case of Contracted Workers Abstract ¡§Atypical employment¡¨ has grown in popularity in Taiwan over the last few years as employers strive to meet short-term workforce demands while maintaining flexibility, and minimizing costs. However, contracted workers still earn lower wages than formal employees, and because they are considered to be the ¡§disposable workforce,¡¨ employers tend to pay little attention to contracted workers¡¦ job satisfaction. The results of this study were as follows: in spite of low wages, contracted workers¡¦ job satisfaction was still above minimum levels. Older, lower educated, and voluntary contracted workers showed higher satisfaction levels than other contracted workers. Also, role behaviors were significantly predicted by job satisfaction. When satisfaction was higher, contracted workers demonstrated better in-role extra-role behavior. Last, financial compensation did not significantly influence job satisfaction. Recommendations of this study include increasing contracted workers¡¦ job satisfaction and motivation by treating them more like formal employees, providing a comfortable and safe working environment, and offering opportunities to become permanent organization members. Key Words¡GAtypical Employment, Contracted Workers, Job Satisfaction, Role Behavior.

Die in den drei Manuskripten vorgestellten Arbeiten zielen auf die Beantwortung der Frage, warum in Organisationen Fehlentwicklungen nicht angesprochen werden. Die Ergebnisse der Arbeit lassen sich folgendermaßen zusammenfassen: 1) Ein funktionaler Ansatz wurde vorgestellt, mit dessen Hilfe die verfügbaren Erklärungsansätze zu Organizational Silence (als Stille in Organisationen konzipiert) über mehrere Ebenen (Mitarbeiter-, Gruppen- und Organisationsebene) integriert werden können. Ich habe mit der Ausarbeitung der Mitarbeiterebene begonnen. Dabei unterschied ich vier Formen von Mitarbeiterschweigen (angstbasiertes, resignatives, prosoziales und opportunistisches Schweigen) und entwickelt eine Skala, mit der erstmals verschiedene Formen von Mitarbeiterschweigen empirisch getrennt voneinander untersucht werden können. Die Skala wurde eingesetzt, um für die vier Formen Vorbedingungen, Begleiterscheinungen und Folgen herauszuarbeiten. Die Verfügbarkeit dieser kurzen Skala mit guten psychometrischen Werten wird eine genauere Ausarbeitung der Konzepte ermöglichen. 2) Bestehende Zugänge zum Authentizitätskonzept wurden integriert und ein Kernkonzept von Authentizität vorgestellt. Dieses Konzept umfasst eine auf das Selbst gerichtete Dimension (Authentic Self-Awareness) und eine auf den Ausdruck des Selbst gerichtete Dimension (Authentic Self-Expression). Für die Erfassung dieses Kernkonstrukts wurde eine Skala entwickelt und getestet. Durch die sparsame Zwei-Faktorenstruktur und die Kurzskala ist es möglich, Authentizität auch im angewandten Kontext relativ problemlos zu untersuchen. Dadurch lassen sich potentiell die erwarteten positiven Zusammenhänge empirisch bestätigen und widersprüchliche Annahmen mit Hilfe empirischen Datenmaterials aufklären. 3) Authentizität wurde als Prädiktor für das Verschweigen (Employee Silence) und für das Ansprechen von Fehlentwicklungen in Organisationen (Employee Voice) eingeführt. Es konnte gezeigt werden, dass Authentizität in der Vorhersage von Silence und Voice inkrementelle Validität über besehende Prädiktoren wie z.B. Team Psychological Safety, Organisationale Identifikation, Arbeitszufriedenheit und Work Engagement aufweist.

A Study on the Employees' Adversity Quotient, Job Stress and Role Performance in High Technology Industry: Perceived Organizational Support as a Moderator. Abstract This study aims to explore the high-tech industry employees: (1) the relationship among adversity quotient, job stress, perceived organizational support and role performance. (2) the adversity quotient as a mediator between the job stress and role performance. (3) the moderating effect of perceived organizational support to job stress and role performacne. For the purposes of the study, the questionnaire survey was conducted for the employees in the south high tech industry. Total 111 supervisor questionnaires and 333 staff questionnaires were distributed to 44 high tech firms, where the role performance questionnaires were designed for pairs of supervisor and employees. And total 110 supervisor questionnaires and 330 staff questionnaires were returned and, after 2 supervisors¡¦ and 12 invalid staffs¡¦ questionnaires eliminated, a total of 108 supervisor and 318 staff valid sets of questionnairs have been collected in this study. The response rate of the valid questionnaires is 96.36%. The study adopts the following statistical analysis techniques: the confirmatory factor analysis (CFA), the reliability analysis, the descriptive statistics, the independent t-test, the one-way ANOVA, the structural equation modeling (SEM), the correlation analysis, and the hierarchical regression analysis. The primary findings are as follows: 1. Adversity quotient has significantly negative effect on job stress. 2. Adversity quotient has significantly positive effect on role performance. 3. Job stress has significantly negative effect on role performance. 4. Job stress has mediating effect on the relationship between adversity quotient and role performance. 5. Perceived organizational support does not have significantly moderate effect between job stress and role performance. This study concludes by discussing for the implications of major findings, which would be a reference to the academy and industries, and make suggestions for further studies. Keywords: Adversity Quotient , Job Stress , Percevied Orgnaizational Support, Role Performance, In-Role Behavior, OCB-Individual, OCB-Organization

The importance of control in information system development (ISD) project has been widely emphasized. However, most studies focused on formal control and relative few efforts haven been entered to understand the effect of information control. In addition for those studies focus on informal control only viewed this issue from team level perspective. Drawing on the limitations of past studies, this study attempted to query possible antecedents of clan control effectiveness from aspect of the social control theory. In particular, we focus on the effects of personal beliefs, project commitment, team attachment and involvement on the compliance of individuals on group norm. We hypothesized that social bonds lead to compliance as well as extra-role behaviors for individuals within project team. Based on survey data collected from 205 members of ISD project teams. The results confirmed the hypothesized relationship between social bonds and compliance. The analysis also reveals that three factors, including personal beliefs, project commitment, and involvement are associated with external-role behavior. The results of this study can not only serve as a reference for future researches but also generate implications for practitioners.

The aim of this study is to discuss the query: ¡§When organizations apply different human resource (HR) systems in managing their employees with different characteristics, what will be the employees¡¦ possible performance patterns?¡¨ by modifying and extending Lepak & Snell¡¦s (1999) HR architecture. According to employees¡¦ contribution to the sustained competitive advantages (SCAs), we first identified two main characteristics of employees: complexity and uniqueness. The employees could be further categorized into core, unique, complex, and imitable HR and the HR architecture is thereby constructed. Furthermore, based on agency theory and transactional cost theory, we propose behavioral control and internal development as the two main strategies for managing employees with different characteristics: integration with HR architecture, and construction of human resource management (HRM) architecture. Finally, there are exchange relationships between employees and their organizations. Since psychological contracts reflect employees¡¦ beliefs in the terms and conditions of a reciprocal exchange relationship between them and their employers (Rousseau, 1995), they are viewed as the best linking mechanism between HR systems and employee behaviors (Wright & Boswell, 2002). Accordingly, we adopted psychological contract perspective to discuss the relationships between HR systems and employees¡¦ role behaviors and sequentially proposed the corresponding psychological contract architecture as well as the performance architecture. Multilevel analysis and t-test of data from 172 Taiwanese datasets (172 copies from immediate managers and 806 from employees) revealed that different HR systems not only are applied to manage different types of employees but also elicit different patterns of employees¡¦ performance. First, organizations would like to apply higher levels of internal development and lower levels of behavioral control in managing their core HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations and simultaneously improve their in-role behaviors, OCBI, and OCBO. In contrast, organizations would like to apply lower levels of internal development and higher levels of behavioral control in managing their imitable HR. This governance made employees focus on specific performance-reward contingencies in their exchange relationships with the organizations, as well as to enhance their in-role behaviors. Next, organizations would like to apply higher levels of internal development and behavioral control in managing their unique HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations, with an emphasis on specific performance-reward contingencies. For this reason, this HR system could prompt employees¡¦ appropriate in-role behaviors and OCBO. Finally, according to the HRM architecture, an organization should theoretically apply a lower level of internal development and behavioral control in managing its complex HR. Since it is not possible to form employees¡¦ psychological contract or create relevant role behaviors when organizations do not actively adopt specific strategies to manage them, we did not empirically examine the relationships between HR systems and employees¡¦ complex role behaviors. However, complex HR still contributes to the SCAs. Accordingly, future research could focus on complex HR and explore which types of HR system would be beneficial in regard to their role behaviors.

Die in den drei Manuskripten vorgestellten Arbeiten zielen auf die Beantwortung der Frage, warum in Organisationen Fehlentwicklungen nicht angesprochen werden. Die Ergebnisse der Arbeit lassen sich folgendermaßen zusammenfassen: 1) Ein funktionaler Ansatz wurde vorgestellt, mit dessen Hilfe die verfügbaren Erklärungsansätze zu Organizational Silence (als Stille in Organisationen konzipiert) über mehrere Ebenen (Mitarbeiter-, Gruppen- und Organisationsebene) integriert werden können. Ich habe mit der Ausarbeitung der Mitarbeiterebene begonnen. Dabei unterschied ich vier Formen von Mitarbeiterschweigen (angstbasiertes, resignatives, prosoziales und opportunistisches Schweigen) und entwickelt eine Skala, mit der erstmals verschiedene Formen von Mitarbeiterschweigen empirisch getrennt voneinander untersucht werden können. Die Skala wurde eingesetzt, um für die vier Formen Vorbedingungen, Begleiterscheinungen und Folgen herauszuarbeiten. Die Verfügbarkeit dieser kurzen Skala mit guten psychometrischen Werten wird eine genauere Ausarbeitung der Konzepte ermöglichen. 2) Bestehende Zugänge zum Authentizitätskonzept wurden integriert und ein Kernkonzept von Authentizität vorgestellt. Dieses Konzept umfasst eine auf das Selbst gerichtete Dimension (Authentic Self-Awareness) und eine auf den Ausdruck des Selbst gerichtete Dimension (Authentic Self-Expression). Für die Erfassung dieses Kernkonstrukts wurde eine Skala entwickelt und getestet. Durch die sparsame Zwei-Faktorenstruktur und die Kurzskala ist es möglich, Authentizität auch im angewandten Kontext relativ problemlos zu untersuchen. Dadurch lassen sich potentiell die erwarteten positiven Zusammenhänge empirisch bestätigen und widersprüchliche Annahmen mit Hilfe empirischen Datenmaterials aufklären. 3) Authentizität wurde als Prädiktor für das Verschweigen (Employee Silence) und für das Ansprechen von Fehlentwicklungen in Organisationen (Employee Voice) eingeführt. Es konnte gezeigt werden, dass Authentizität in der Vorhersage von Silence und Voice inkrementelle Validität über besehende Prädiktoren wie z.B. Team Psychological Safety, Organisationale Identifikation, Arbeitszufriedenheit und Work Engagement aufweist.:1 Einführung und Integration 2 1.1 Schweigen schadet 2 1.2 Warum schweigen Mitarbeiter zu Fehlentwicklungen in Organisationen? 3 1.2.1 Ableitung der Fragestellung 3 1.2.2 Lösungsansatz: Formen von Mitarbeiterschweigen und ihre Messbarkeit 6 1.3 Wer durchbricht die Stille? 8 1.3.1 Ableitung der Fragestellung 8 1.3.2 Lösungsansatz: Authentizität als Mittel gegen Schweigen 10 1.4 Fazit und offene Fragen 15 1.5 Literatur 19 2 Zeitschriftenbeiträge 28 2.1 Knoll, M. & van Dick, R. (2011). Do I hear a whistle…? Organizational silence as a function of four forms of employee silence. Manuscript prepared for submission. 29 2.2 Knoll, M., Kroemer, N. B., & Schröder-Abé, M. (2011). What does it mean to be authentic? A core concept of authenticity and its measurement. Manuscript prepared for submission 69 2.3 Knoll, M. & van Dick, R. (2011). By thyself (at work). Investigating the relationship between authenticity and challenging extra-role behavior. Manuscript prepared for submission 109

The main purpose of this doctoral dissertation is to investigate factors affecting B2B brand building by applying the brand equity perspective in the professional services context. Three peer-reviewed and published articles and one book chapter examine different aspects related to the enhancement of brand equity and brand building in the B2B context. The first paper entitled “Brand equity in the business-to-business context: Examining the structural composition” (Biedenbach 2012) investigates the structural composition of brand equity and the interrelationships between the dimensions of brand equity in the B2B context. By specifying the multidimensional model, which can be utilized for measuring and managing B2B brand equity, the paper provides initial knowledge on how the companies can build a strong B2B brand across four dimensions of brand equity. The second paper entitled “B2B brand equity: Investigating the impact of contextual factors” (Biedenbach 2010) examines the impact of contextual factors in the organizational decision making process on the formation of B2B brand equity. The book chapter expands knowledge on B2B brand building by portraying how such characteristics of customers as relative size of their company and its industry sector can affect B2B brand building. The third paper entitled “The impact of customer experience on brand equity in a business-to-business services setting” (Biedenbach and Marell 2010) investigates the impact of customer experience on brand equity in the professional services setting. The study clarifies how customer experience can be utilized for building a strong B2B brand. The fourth paper entitled “Brand equity in the professional service context: Analyzing the impact of employee role behavior and customer-employee rapport” (Biedenbach, Bengtsson, and Wincent 2011) examines whether factors related to customers’ perception of employees’ role behavior in terms of customer perceived role ambiguity, role overload, and customer-employee rapport influence the development of brand equity in the professional service context. The paper advances knowledge on B2B brand building by considering the potential role of the company employees and consequences that their behavior can lead to in this process. To conclude, the doctoral dissertation demonstrates that the brand equity perspective can serve as a valuable foundation for theoretically understanding and practically managing B2B brand building.