Leadership & Organization Development Journal最新文献

{"title":"A qualitative study unpacking the leader identity development process taking a multi-domain approach","authors":"Nuala F. Ryan, Michelle Hammond, Sarah MacCurtain","doi":"10.1108/lodj-07-2022-0327","DOIUrl":"https://doi.org/10.1108/lodj-07-2022-0327","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of the study is an in-depth exploration of the processes through which a leader develops their leader identity in strength, meaning and integration, with resulting enrichment outcomes.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Using multi-domain leader identity theory, this study provides an in-depth exploration of the processes through which a leader develops their leader identity. Set in a healthcare context, 26 participants took part in an 18-month multi-domain leadership development program.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Findings indicate a typology of leader identities, capturing the dynamic nature of leader identity based on combinations of strength and meaning. Our research also suggests that as the leader develops, their leader identity can change from a differentiated identity as a leader to a more integrated leader identity, with resulting enrichment outcomes.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The results suggested value in inherently multi-domain focus using event-based reflection and, as such, are useful in leader identity development programs. We recommend future research generalize to other settings and a larger population.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>By taking a multi-domain approach to leader identity development, the leader has the opportunity to learn and develop in a more holistic way. They are encouraged to reflect on and learn from leadership experiences throughout their entire lives, adding breadth and depth that are often overlooked in development programs.</p><!--/ Abstract__block -->\u0000<h3>Social implications</h3>\u0000<p>Developing leaders who understand who they are and are capable of critical self-reflection and learning is a fundamental requirement for the positive advancement of society.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The value of the study lies in the first longitudinal, work-based empirical study taking an explicitly multi-domain approach to leader identity development.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"145 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139946250","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Servant leadership and knowledge employee performance: the mediating role of employee innovative behavior in knowledge-based firms","authors":"Behrooz Ghlichlee, Mohsen Motaghed Larijani","doi":"10.1108/lodj-08-2023-0428","DOIUrl":"https://doi.org/10.1108/lodj-08-2023-0428","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"83 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139767363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity","authors":"Qiuyun Guo, Zhongyan Zhang","doi":"10.1108/lodj-04-2023-0172","DOIUrl":"https://doi.org/10.1108/lodj-04-2023-0172","url":null,"abstract":"<h3>Purpose</h3>\u0000<p> Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p> Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p> The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p> This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"11 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139657296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership","authors":"Abdul Jelil Abukari, Li Wenyuan, Mohammed Sadick Abubakari, Wisdom Wise Kwabla Pomegbe, Ibrahim Sulemana","doi":"10.1108/lodj-06-2023-0330","DOIUrl":"https://doi.org/10.1108/lodj-06-2023-0330","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study focuses on how entrepreneurial bricolage (EB) drives both competitive advantage (CA) and sustainability performance (SP).</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p> Relying on structural equation modeling, data were collected from 200 small and medium-sized enterprise (SME) manufacturers in Ghana.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results indicate that EB drives both CA and SP positively. SL positively moderated the relationship between EB and CA, while the moderating role of SL in the relationship between EB and SP was not supported.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The study concludes that EB can enhance SP, a notion prior study grossly overlooked.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"22 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139646299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit","authors":"Wenxian Wang, Seung-Wan Kang, Suk Bong Choi, Wonho Jeung","doi":"10.1108/lodj-01-2023-0001","DOIUrl":"https://doi.org/10.1108/lodj-01-2023-0001","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Today, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"354 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139585214","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From identification to innovation: how empowering leadership drives organizational innovativeness","authors":"Qurat-ul-Ain Burhan, Muhammad Asif Khan","doi":"10.1108/lodj-05-2023-0215","DOIUrl":"https://doi.org/10.1108/lodj-05-2023-0215","url":null,"abstract":"<h3>Purpose</h3>\u0000<p> Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p> Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p> The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p> Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p> While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"20 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139585354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impact of individual-focused transformational leadership on individual work performance: mediating role of work engagement and moderating role of regulatory focus","authors":"Panawannage Bhagya Dewmini Fernando, Ananda K.L. Jayawardana","doi":"10.1108/lodj-08-2023-0449","DOIUrl":"https://doi.org/10.1108/lodj-08-2023-0449","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance through the intermediary mechanisms of work engagement and regulatory focus.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A moderated mediation model was analyzed through PLS-SEM by using a sample of 462 team members across diverse work teams in Sri Lankan organizations.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Results revealed that individual-focused transformational leadership positively impacts the team member’s individual work performance through the mediation of the team member’s work engagement. The direct relationship between individual-focused transformational leadership and the team member’s work engagement was found to be positively moderated by the team member’s promotion regulatory focus.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This paper demonstrates implications for team designing and leadership development and highlights the importance of team leaders utilizing individual-focused transformational leadership to gain improved work performance from each team member.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study provides empirical evidence for the mediating role of work engagement and the moderating role of promotion regulatory focus in deriving the team member’s work performance, which contributes to constructing a more refined profile of individual-focused transformational leadership.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"166 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139560219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics","authors":"Mehak Maqbool, Bei Lyu, Sami Ullah, Muhammad Tasnim Khan, Ali Zain ul Abeden, Mohit Kukreti","doi":"10.1108/lodj-06-2023-0295","DOIUrl":"https://doi.org/10.1108/lodj-06-2023-0295","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Abusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Data were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>AS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>A positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"201 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139560355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Micromanagement and its impact on millennial followership styles","authors":"Shona Ryan, Christine Cross","doi":"10.1108/lodj-07-2022-0329","DOIUrl":"https://doi.org/10.1108/lodj-07-2022-0329","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>It is predicted that micromanagement may become a growing workplace concern post-Covid-19, with managers grappling for control in the current hybrid/remote working environment. This will be happening at a time when millennials represent half of the working population. This study contributes to existing literature and provides an overall appreciation of the complexities of micromanagement and how it impacts millennials' followership styles.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A quantitative study was undertaken and a series of hypotheses were tested. The target sample for this research was the millennial cohort aged between 24 and 41. Data were analysed using SPSS.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>This paper confirmed that “unfavourable followership styles” consisted of various negative followership reactions such as anxiety, demotivation, dissatisfaction, disengagement, reduction in support for managers, limited upward feedback, team conflict, reduced productivity and innovation due to fear of making mistakes ultimately facilitating a toxic workplace. Essentially, this research validated the notion that in order to create a sustainable organisation post-Covid-19, HR professionals must take proactive measures to mitigate this form of harmful leadership.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>Data weaknesses transpire where respondents have never interacted with a micromanager in reality. Therefore, perceived reactions to a hypothetical micromanager may differ from those respondents who were exposed to micromanagers.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>A lack of research exists on the intersection of micromanagement and millennials' followership styles and as such this paper bridges that gap.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"17 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139465347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring relationships among servant leadership, role clarity and creative self-efficacy","authors":"Birna Dröfn Birgisdóttir, Sigrún Gunnarsdóttir, Marina Candi","doi":"10.1108/lodj-12-2022-0555","DOIUrl":"https://doi.org/10.1108/lodj-12-2022-0555","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"477 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139462087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}