Intrapreneurship in the digital era: driven by big data and human resource management?

Wan, Wenhai; Liu, Longjun

doi:10.1108/cms-07-2020-0282

Cited by 32 publications

(49 citation statements)

References 100 publications

(237 reference statements)

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“…Second, organizations should encourage employees to practice job crafting and provide a necessary resource for their behaviors. 68 , 69 For instance, organizations should provide employees with a more relaxed environment and more freedom by training empowered leadership and HRM practices. Job crafting is a new work practice, and employees may inevitably make mistakes during job crafting.…”

Section: Discussionmentioning

confidence: 99%

How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

Liu¹,

Wan²,

Fan³

2021

PRBM

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Purpose: Literature shows that it is a paradox whether employees can achieve performance in telework, especially during COVID-19. Our aim is to clarify the relationship between telework and employees' job performance through a moderated mediation model. Methods: This study employed two-wave surveys with the aim of reducing the potential risk of common method bias. The 1309 participants of the survey were mainly employees who used telework during COVID-19, and they were mostly in positions such as product design and scheme planning. SEM was used to test the hypotheses. Results: Results from two-wave surveys of 1309 Chinese employees indicated that telework positively influenced job performance via job crafting. That is, job crafting played a mediating role between telework and job performance. And performance-prove goal orientation positively moderated the relationship between telework and job crafting but performance-avoid goal orientation negatively moderated the relationship between them. Conclusion:This study shows that telework can improve job performance through job crafting in COVID-19, in response to the paradox implied in the literature. In addition, we use COR theory to explain the role of performance goal orientation and job crafting in telework. We add these variables to the theoretical framework of COR theory, thereby enriching the theoretical research from the COR theory perspective.

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Section: Discussionmentioning

confidence: 99%

How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

Liu¹,

Wan²,

Fan³

2021

PRBM

Self Cite

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“…Here, we focus on the influence of leader BLM on EI for the following reasons. First, employees are the main participants of innovation, and how to stimulate their innovation is the main agenda (Scott and Bruce, 1994;Wan and Liu, 2021). Second, the literature extended the effects of leader BLM to individuals' and organisations' constructive outcomes (Zhang et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach

Liu

Fan

Liu

et al. 2022

LODJ

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PurposeThis study aims to examine how and when leader bottom-line mentality (BLM) affects employee innovation (EI) in the context of Chinese organisations in which psychological contract breach (PCB) is a mediator and moral identity (MI) is a moderator.Design/methodology/approachThe authors distributed the questionnaires to technology and culture firms in 2 waves and obtained a sample of 308 employees in 56 teams. The authors used the hierarchical linear model (HLM) and bootstrap method for the hypothesis testing.FindingsThe authors conclude that leader BLM negatively influences EI. Specifically, leader BLM leads mainly to low EI by increasing PCB amongst employees. Moreover, MI plays a moderating role in the above mechanism, i.e. the higher the MI degree of employees, the stronger the mediating role of PCB and the stronger the negative impact of leader BLM.Practical implicationsThis study argues that BLM is necessary for firm development, but paying too much attention to BLM may achieve the opposite effect. Reducing BLM or buffering the negative impact of BLM through various measures (e.g. human resource management) is appropriate for managers.Originality/valueThe authors discover a new mechanism and boundary condition, i.e. leader BLM has a negative impact on EI through PCB and MI strengthens the effect of leader BLM.

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“…is article further analyzes and summarizes the methods commonly used in daily human resource management work in American and Japanese companies [17][18][19].…”

Section: Introductionmentioning

confidence: 99%

Multisensor Human Resource Data Fusion and Its Application in Industrial Distribution

Jiang

Zheng

2022

Scientific Programming

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Over the past 30 years of reform and opening up, China has undergone tremendous changes. With the continuous growth of China’s economy, the core competitiveness of Chinese enterprises is also increasing day by day. After China joined the WTO in 2001, economic globalization hit Chinese enterprises. Under such circumstances, a large number of foreign multinational companies have entered China to establish factories, which has caused huge pressure on Chinese companies. Facing this unprecedented pressure, Chinese enterprises need to fundamentally improve management and operation problems. Companies need to change aggressively to respond to the shock of foreign companies. The development of multisensor technology has brought great changes to enterprise human resource management. The real-time changes in this technology allow the continuous optimization of human resource management. Human resource management technology also needs to adapt to the modern social environment and constantly improve and quickly existing enterprise employee management methods and methods. These technical contents need to be optimized, and the working methods need to be improved. At the current stage, enterprise human resource management has not fully understood multisensor technology. Enterprises have poor adaptability in the application of this technology, and have not carried out comprehensive planning and clear optimization of detailed rules from the macro level. On this basis, the company has also failed to establish a relatively excellent team of professional management talents. There are three issues involved in talent team management. This article firstly analyzes the effect of human resource management in contemporary enterprises based on multisensor technology. Enterprises need to improve their awareness and application of sensor technology. It also needs to establish the overall strategy of human resource management and specific means of implementation. Through the in-depth application of these technologies, enterprises can enhance the comprehensive capabilities of human resource management teams. The application of this technology also provides practical and effective help for modern enterprise human resource management.

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Intrapreneurship in the digital era: driven by big data and human resource management?

Cited by 32 publications

References 100 publications

How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

How and When Telework Improves Job Performance During COVID-19? Job Crafting as Mediator and Performance Goal Orientation as Moderator

How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach

Multisensor Human Resource Data Fusion and Its Application in Industrial Distribution

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