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.

The Kaohsiung Harbor Bureau is undergoing a organizational change process to change its status to that of a Special Authority. This organizational change will have a significant impact upon the professional jobs and rights of Bureau employees. The current Bureau administration is able to control neither the progress nor the practical results of this organizational change initiative. This research treats personal variables and organizational climate as independent variables, organizational commitment and job satisfaction as dependent variables, and opinions regarding organizational cha nge as the moderator variable. The study aims to investigate the effect of organizational climate during times of organizational change on staff commitment to the organization and on job satisfaction levels among staff. The population targeted by this research project were the employees currently working for the Kaohsiung Harbor Bureau. One fifth of them was included in the samples which was randomly selected. They were asked to fill out a questionnaire form. Questionnaire data was then analyzed using a variety of methods, including factor analysis, one-way ANOVA, regression, and staged multiple regression analysis. The researcher investigates the followings: (1) to identify significant differences between groups of individuals with differing personal variables existed in terms of organizational commitment and job satisfaction; (2) to assess the effect and predictive power of personal variables and organizational climate on dependent variables; and (3) to examine whether interaction between the variables of "attitude toward Special Authority organizational change " and "organizational climate" significantly impacted upon any of the dependent variables. Research results indicated the following: 1) Within personal variable categories, significant variations in the level of organizational commitment exist between employees of different staffing categories. 2) Within personal variable categories, significant variations in the level of job satisfaction exist between education levels and staffing categories. 3) Within personal variable categories, marital status and department to which an employee belonged showed significant positive impacts upon the level of job satisfaction. 4) Within organizational climate variables, degree of management empathy, interpersonal relationships, and respect for subordinate staff showed significant positive impacts upon organizational commitment and job satisfaction. 5) Within organizational climate variables, the degree of management empathy and attitude toward organizational change were positively related to job satisfaction levels. Respect for subordinate staff and attitude toward organizational change were inversely related to job satisfaction levels. The research suggests four courses of action based on the above-mentioned findings: (1) to demarcate a clear system of duties and authorities to motivate staff effectively; (2) to step up second-specialty training for staff to reduce employees' worries regarding organizational change; (3) to maintain a continuous effort to create a positive organizational climate; and (4) to respect initiatives by subordinate staff to create "win-win" conditions.

Enterprises estimate employees¡¦ job performance, should not only pay attention to in-role performance but also take notice of extra-role performance, and that is organizational citizenship behavior. Because employees have their own right in organizational citizenship behavior, they are easy to express. It is extremely important to explore the reason why employees present organizational citizenship behavior, how the employees show their willing to perform, and that is conducive to the performance of organization. This has become one of the most important issues for organization. If enterprises can understand the employees¡¦ motivation and guide them, then the enterprises can get their expectation and respect as well as improving the performance of organization from the employees. In this study, organizational climate is used as the independent variables, organizational commitment is used as the intervening variable, and organizational citizenship behavior is the dependent variable. The purpose of this research is mainly to find out the relationship and the difference among organizational climate, organizational commitment, and organizational citizenship behavior. Furthermore, using the individual variable as the interfered variable to investigate the effect of interference to organizational climate, organizational commitment, and organizational citizenship behavior. This research used the method of questionnaire survey as the C case factory. After analyzing the data with quantitative analysis, together with various kinds of statistic methods, the following important discoveries are stated separately as follows: 1. The different individual variables to organizational climate, organizational commitment, and organizational citizenship behavior come out a partly remarkable discrepancy. 2. A significant positive correlation was identified among organizational climate, organizational commitment, and organizational citizenship behavior. 3. Organizational climate and organizational commitment were positively significant to organizational citizenship behavior. 4. Organizational commitment was found to have a significant mediating effect between organizational climate and organizational citizenship behavior. 5. Individual variables were found to have a significant moderating effect among organizational climate, organizational commitment, and organizational citizenship behavior. According to the results of research, organization that were enable to promote organizational climate and increasing employees¡¦ organizational commitment, the workers displayed organizational citizenship behavior to advance the performance of organization, in order to maintain enterprise¡¦s continuous competitive advantages.

The purpose of the study was to investiage the relationship among the organizational innovation¡Morganizational inertia and organizational effectiveness in elementary schools of Pingtung County¡MTaiwan. Survey research was adopted in this study. A quertionnaire concerning the issues of the three organizational variables was designed to assess teachers¡Mknowledges and attitudes concerning these issues . 509 elementary school teachers of Pingtung County¡MTaiwan were randomly selected as the sample of this study and responded to the questionnaire.The response rate was 84.5¢H. Teachers¡Aresponses were analyzed by both descriptive and inferential. Major findings of the study are as follows¡G 1¡BThe organizational innovation as seen by elementary teachers was above average in a 5-point measuring scale¡Mespecially in the area of¡§school activity innovation¡¨. 2¡BThe organizational inertia expressed by elementary teachers was below average ¡Qtheir sense of¡§procedure inertia¡¨was most susceptible. 3¡BThe degree of organizational effectiveness as perceived by elementary teachers was above average¡Mwith the perception of most favorable¡§school Climate¡¨. 4¡BSenior female elementary teachers with administrative roles in remote ¡Msmall and middle schools showed favorable attitudes toward schools¡Aorganizational innovation. 5¡BSenior elementary teachers with duties of student-advisers and teaching in big¡Murban schools perceived higher organizational inertia of schools. 6¡BSenior female teachers with education of graduation studies¡Mhaving administrative dutips¡Mand teaching in rural¡Mremote¡Msmall and middle schools¡Mpercewed higher school organizational effectiveness . 7¡BThe more positive the teachers, attitudes toward the school organizational innovation were¡Mthe lower their perception of organizational innovationwould be. 8¡BThe higher the teachers, feelings about school organizational inertia were¡Mthe lower their feelings about their school organizational effectiveness would be. 9¡BTeachers, positive attitudes toward school organizational innovation resulted in their perception of better school organizational effectiveness. 10¡BSchools, administrative innovation seemed to affect schools, organizational effectiveness. 11¡BOrganizational innovation and organizational inertia were the significant variables to predict school organizational effectiveness.

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This research inestigates and examines the relationship between innovation success, internal organizational factors, local cultural factors and external environmental factors in the Malaysian ICT industry. From the responses of 122 local and multinational companies operating in Malaysia, the independent variables having positive relationships with innovation success are external ecconomic environmental factors and leadership organizational factors, while independent variables having negative relationships with innovation success are collectivism local cultures and external social environmental factors. The findings also indicate that these factors do not influence the innovation on an individual basis, but they are working in unison. / This study brings to the innovation field a more synthesized and holistic model on factors influencing innovation, and allows academics and practitioners such as managers, leaders and public policy makers to play a better role in fostering company's innovation success, particularly in developing countries like Malaysia. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2007.

Becoming a Learning Organization (LO) is widely recognized as a process through which organizations can develop characteristics that enable them to be competitive in an increasingly competitive business environment. While there is an assumption that LOs have the ability to manage change, few empirical studies are available to prove whether an organization with strong LO characteristics also has a high level of change readiness. In developing itself into an LO, an organization seems to gain possession of relevant characteristics through knowledge acquisition, knowledge sharing and knowledge utilization. There is, however, a lack of clarity on what LO characteristics are developed at each of the three stages. The relationship among these stages is also confusing. The purpose of this research is to confirm whether organizations with a high level of LO characteristics also have a high level of readiness-to-change. It also attempts to verify the relationship among the LO development stages of knowledge acquisition, knowledge sharing and knowledge utilization. A questionnaire has been designed following an extensive review. It incorporates "an Inventory of LO Characteristics" to measure the level of LO characteristics formed in an organization. There are also questionnaire to gauge the level readiness-to-change. The questionnaire has been distributed to employees in two leading mobile phone service companies in Thailand. The industry is selected because of its changing business environment. Thailand has been chosen for as the location for the research because few studies in LO have been conducted outside the more developed economies. The findings demonstrate two major insights. Firstly, the correlation coefficient between the six categories of LO characteristics - cultural values, leadership commitment and empowerment, communication, knowledge transfer, employee characteristics and performance upgrading - and readiness-to-change confirms that if an organization has a high level of LO characteristics, it will also have a high level of readiness-to-change. Secondly, the correlation coefficient between the three LO development stages - of knowledge acquisition, knowledge sharing and knowledge utilization - and readiness-to-change, support the hypothesis that they follow a sequential order. Results of the research are analysed and discussed, providing valuable contributions to both research and practice in the area. / Thesis (Ph.D.)--Adelaide Graduate School of Business, 2004.

Thesis advisor: Michael G. Pratt / This dissertation draws on interviews, observation and archival materials, to explore how a Jewish Services Organization changed its purpose due to external and internal pressures. Past research shows that organizations can change their purpose, but how they do so has not been explicated, and further knowledge of which would help organizations adapt to their changing realities more efficiently. This dissertation explores the underlying mechanisms of organizational purpose change in organizations that have historically operated with a clear and intentional raison d'être, which is widely embraced by organizational members. The purpose change process is shown to be (a) co-creative such that multiple stakeholders, both internal and external, are involved in this process; (b) conflict-laden such that the change process can lead to latent identity splits within organizations to resurface; (c) dynamic such that it leads to continuous changes around the meaning and interpretation regarding purpose in the organization; and (d) most successful when focused on renewal such that it allows organizations to maintain continuity with their past and their identity while embracing new directions. By explaining this process, this dissertation contributes to our understanding of purpose change in organizations and elaborates on theoretical interlinkages of organizational purpose with organizational identity content and organizational identity complexity, an understanding of which can lead to successful (or unsuccessful) efforts to change the purpose of an organization. / Thesis (PhD) — Boston College, 2023. / Submitted to: Boston College. Carroll School of Management. / Discipline: Management and Organization.

<p> The purpose of this study was to understand more deeply the process and nature of interpersonal connections among leaders in the workplace. Specifically, this study was guided by the primary inquiry question, &ldquo;How do leaders experience interpersonal connections in the workplace?&rdquo; A total of 20 leaders ranging from entry to executive levels were studied. This study employed the qualitative method of constructivist grounded theory. The objective of grounded theory is to generate, inductively, a theory about basic social and psychological processes. As a researcher, employing the constructivist grounded theory methodology provided me the opportunity to inquire into the experiences of interpersonal connections of leaders in the workplace. As a result of the inquiry, I generated a theory that provided more information about how leaders behaved in and the depth of their interpersonal connection experiences. The significance of this study is that it furthers relational leadership discourse and provides more awareness about how leaders connect and behave in their experiences of interpersonal connections. The study also sheds light on interpersonal connections outside the workplace.</p>

<p> Measuring and identifying pride in the workplace has been reported to have many benefits. However, there has yet to emerge a definitive measure of pride. The aim of the present research was to create and validate a new measure of pride in the workplace while improving on the shortcomings of previous measures. The main area of improvement from previous measures was the inclusion of a context in which participants rated the likelihood that they would behave given that particular context. A pilot of the newly-developed pride items confirmed that the contexts were appropriately manipulated to represent authentic and hubristic pride. The Workplace Hubristic and Authentic Pride measure, WHAMP, two other measures of pride, a measure of narcissism, a measure of organizational commitment, and a measure of social desirability were then administered to 313 participants using Amazon&rsquo;s Mechanical Turk. In general, the WHAMP&rsquo;s hubristic subscales correlated as predicted with other measures of hubristic pride. The WHAMP also showed little gender bias, low correlations with narcissism, a decrease in social desirability bias, and a reduction in restriction of range. However, the WHAMP&rsquo;s authentic subscales did not correlate well with previous measures of authentic pride. Additionally, organizational commitment did not correlate as predicted with the WHAMP. Limitations, practical implications, and future research directions are discussed.</p>