Thesis (B.Psy.Sc.(Hons.)) - University of Queensland, 2006. / Includes bibliography.

Thesis (B.Psy.Sc.(Hons.)) - University of Queensland, 2006. / Includes bibliography.

Made available in DSpace on 2016-01-13T13:27:38Z (GMT). No. of bitstreams: 0 Previous issue date: 2015-05-29. Added 1 bitstream(s) on 2016-01-13T13:33:08Z : No. of bitstreams: 1 000846229.pdf: 1248733 bytes, checksum: df15fbfc30cdb5ef027a3e94d3e3e22b (MD5) / O objetivo desta pesquisa consiste em analisar as relações de influência entre as práticas de colaboração proposta pela abordagem de Open Innovation, com aspectos da cultura organizacional e estrutura organizacional. Além disso, pretende-se analisar as influências da colaboração para inovação com desempenho operacional, desempenho inovador e desempenho de mercado. Foi adotada uma pesquisa quantitativa tipo survey, com uma amostra de 116 empresas pertencentes a setores considerados dinâmicos em termos tecnológicos. Dentre os resultados obtidos, há a indicação de que os clientes são a principal fonte de colaboração para a inovação das empresas, que empresas que recebem incentivos governamentais para inovação são menos propensas à utilização de prática de colaboração para inovação; há a preponderância em empresas de grande porte no desenvolvimento de inovações radicais; as relações de colaboração propostas pela abordagem da Open Innovation com clientes, fornecedores, funcionários, universidades e outros, exercem influências positivas tanto no desempenho inovador quanto no de mercado das firmas, porém não apresenta influência positiva no desempenho organizacional / The objective of this research is to analyze the relationships of influence between collaborative practices proposed by the Open Innovation approach, with aspects of organizational culture and organizational structure. In addition, we intend to analyze the influences of collaboration for innovations with operational performance, innovative performance and market performance. A quantitative survey was adopted, with a sample of 116 firms in sectors considered dynamics in terms of technology. Some of the results presented that customers are the main source of collaboration for innovation companies; those companies that receive govermnment incentives for innovation are less prone to the use of collaborative innovation practices; there is a preponderance of large companies in the development of radical innovations; collaborative relations proposed by Open Innovation approach with customers, suppliers, employees, universities and others, exert positive influences both innovative performance as the market firms, but has no positive influence on operating performance

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Chan Yuk-fan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 68-75). / Abstracts in English and Chinese ; questionnaire also in Chinese. / Consequences of Supervisors' Use of Forcing and Non-Forcing Influence Tactics --- p.i / Acknowledgment --- p.i / Abstract --- p.ii / 撮要 --- p.iii / Chapter Chapter 1. --- Introduction --- p.1 / Types of Influence Tactics --- p.4 / Consequences of Influence Tactics --- p.9 / Perception of Organizational Politics --- p.9 / Non-Forcing Influence Tactics and Perceived Managerial Competence --- p.13 / Perception of Managerial Competence --- p.16 / Mediating Role of Satisfaction with Supervisors --- p.19 / Non-Forcing Influence Tactics and Perceived Managerial Competence --- p.19 / Forcing Influence Tactics and Perception of Organizational Politics --- p.20 / Chapter Chapter 2. --- Method --- p.24 / Samples and Procedures --- p.24 / Instruments --- p.28 / Influence Tactics --- p.28 / Perception of Organizational Politics --- p.30 / Satisfaction with Supervisor --- p.31 / Managerial Competencies --- p.31 / Analysis --- p.32 / Chapter Chapter 3. --- Results --- p.33 / Factor Structure of Influence Tactics --- p.33 / Factor Structure of Managerial Competence --- p.36 / Reliability of Perception of Organizational Politics --- p.37 / Relationship Between Influence Tactics and Perception of Organizational Politics --- p.38 / Influence Tactics and Satisfaction with Supervisor --- p.41 / Influence Tactics and Managerial Competence --- p.44 / Mediating Role of Satisfaction with Supervisor --- p.48 / Chapter Chapter 4. --- Discussion --- p.51 / General Discussion --- p.51 / Managerial Implications --- p.59 / Limitations and Future Research --- p.63 / Reference --- p.68 / "Appendix A. Observation Categories of Managerial Activities. (Luthans,1988)" --- p.76 / Appendix Bl. Chinese Version of Questionnaire --- p.79 / Appendix B2. English Version of Questionnaire --- p.86 / Appendix C. Eighteen-item Scale of Profile of Influence Tactics (Kipnis et al.，(1980) --- p.94 / Appendix D. Scale Development for Profile of Influence Tactics (POIS) --- p.95 / "Appendix E. Perception of Organizational Politics (POPS) (Ferris & Kacmar,(1989)" --- p.97 / Appendix F. Scale Development for Perception of Organizational Politics (POPS) --- p.98

by Haifa Sun. / Thesis (Ph.D.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (p. 154-167). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Mode of access: World Wide Web.

Changes in work and family roles as more women are entering the work force prompt a re-examination of how couples make work and family decisions. Research confirms that influence is an important component of the decision-making process. Because of the recent changes in women's paid work roles, women may now use more influence strategies than when they were not in the paid work force in such large numbers. From a family decision-making perspective, investigations of the different influence strategies used in making work and family decisions have not occurred in past research. The purpose of this study was to investigate how couples make work and family decisions, examining the impact of gender role traditionality and influence strategies used in decision making. In addition, the association between influence strategies with marital satisfaction was investigated. The sample of this study consisted of 61 couples who had made a work and family decision in the past 6 months. A mail questionnaire was developed assessing the husbands' and wives' use of different influence strategies from Spiro (1983), their gender role traditionality, their satisfaction of the outcome of the decision, and marital satisfaction. The first research question addressed gender role traditionality and influence strategies. Pearson's correlations indicate that traditional wives were more likely to use reward\referent influence than nontraditional wives and that traditional husbands were more likely to use legitimate influence than nontraditional husbands. Also, the connection between gender role traditionality, influence strategies, and decision making satisfaction was investigated. Using hierarchial regression, decision outcome satisfaction accounted for 24 percent of the variance in wives' marital satisfaction. Furthermore, prediction of wives' marital satisfaction was improved 16 percent with the inclusion of influence strategies and gender role ideology to the model. Results for wives found their marital satisfaction to be greater if they used less emotional and legitimate influence but more reward\referent and impression management influences. A similar model was attempted on husband's marital satisfaction with decision making satisfaction, influence strategies, and gender role traditionality. This model accounted for 8 percent of the variance. These findings suggest that a relationship exists between gender role traditionality and the use of different influence strategies for both husbands and wives. For wives, decision making satisfaction, the use of different influence strategies, and gender role ideology all had an effect on their marital satisfaction. / Graduation date: 1991

Thesis (Ed. D.)--University of Washington, 2001. / Vita. Includes bibliographical references (leaves 123-126).

Thesis (Psy.D.)--Rutgers University, 2009. / "Graduate Program in Organizational Psychology." Includes bibliographical references (p. 181-185).

Thesis (Ph. D.)--University of Washington, 1997. / Vita. Includes bibliographical references (leaves [158]-167).