The Relationship between Transformational Leadership of Environmental NGO Leader and Trust and Organizational Commitment

Koo, Ja-Hyun; Kim, Kyung‐Tae; Kim, Joon-ho

doi:10.17549/gbfr.2017.22.1.23

Cited by 8 publications

(6 citation statements)

References 31 publications

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“…Thus, the CEOs or top managers should cultivate technological innovation orientation, that is, organization culture representing the organization-wide direction of thinking toward persistently creating and adopting technologically new or innovative ideas, products, services, or processes in order to enhance the firm's technological innovation performance and secure its sustainable competitive advantage. Accordingly, the CEOs or top managers need to exhibit the transformational leadership to create strong trust in their organizations (Koo, Kim, & Kim, 2017) and should not spare all the available resources and administrative support so that the whole members can share the critical and long-term value of the firm's technological leadership and make collective effort and commitment to persistent technological innovation. Especially, the CEOs or top managers should be advised that their long-term and consistent efforts are required to build up such a technologically oriented innovation culture since it may take substantial amount of time for the organizational culture to be developed and installed in an organization (Kang, Solomon, & Choi, 2015).…”

Section: Discussionmentioning

confidence: 99%

The Effects of a CEO’s Technical Background and Cross-functional Coordination on Technological Innovation Performance: The Mediating Role of Technological Innovation Orientation

Moon¹

2017

Glob Bus Financ Rev

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A B S T R A C TThe major purpose of this research is to provide a refined understanding of the effects of a CEO's technically oriented functional background and cross-functional coordination on the firm's technological innovation performance by including as a mediating variable in the research model the construct of technological innovation orientation which has been recently identified as an important factor affecting the firm's technological innovation performance. Strategic management and innovation research has suggested managerial functional background as a crucial factor affecting the successful innovation outcomes. Nevertheless, no empirical analysis has been conducted on the relationship between CEOs' or top managers' functional backgrounds and the organizational innovation performance. One plausible reason for the absence of prior research empirically examining the relationship between managerial functional background and innovation performance may be that the research has failed to identify some intervening mechanism through which managers' relevant functional backgrounds influence the firm's innovation outcomes. Cross-functional coordination has been frequently recognized as a crucial driver for the firm's successful technological or product innovation performance. Yet, previous empirical research has provided a limited support for the direct positive impact of cross-functional coordination on such innovation performance. Research has shown that that cross-functional coordination may not be sufficient on its own to generate the firm's superior technological or product innovation performance due to some inherent adverse effects it brings about. Given lack of extant empirical research exploring relevant mediating mechanisms that may link cross-functional coordination with firm innovation performance, the controversy regarding the direct impact of cross-functional coordination on innovation performance remains unsettled. In an effort to fill up the aforementioned gaps or deficiencies in previous studies, the present research proposed and empirically tested a conceptual research model and hypotheses in which a CEO's technically oriented functional background and cross-functional coordination affect the firm's technological innovation performance, directly and indirectly, via technological innovation orientation. Technological innovation orientation represents an organizational culture conceptualized as an organization-wide direction of thinking toward creating or adopting new ideas, products, services, or processes. Analysis of a sample of 87 small and medium-sized enterprises (SMEs) in the Korean IT industry revealed that technological innovation orientation fully and positively mediated the relationship between the firm's technological innovation performance and a CEO's technically oriented functional background and cross-functional coordination, respectively. Both a CEO's technically oriented functional background and cross-functional coordination did not have significant direct effects on the firm's t...

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Section: Discussionmentioning

confidence: 99%

The Effects of a CEO’s Technical Background and Cross-functional Coordination on Technological Innovation Performance: The Mediating Role of Technological Innovation Orientation

Moon¹

2017

Glob Bus Financ Rev

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“…Liderin etkili sonuçlar üretebilmesi için vizyon sahibi, değişim öznesi ve stratejist olması gerekmektedir. Bununla birlikte sivil toplum kuruluşu üyeleri tutku ve vizyonlarını geliştirmek için kendilerine rol model olacak ve otoriter olmayan bir lidere ihtiyaç duymaktadırlar (Koo et al, 2017). Bu nedenle modern organizasyonlarda yeni alanların yaratılması konusunda en uygun ortamı dönüşümcü liderlik sağlamaktadır (Eraslan, 2005).…”

Section: Toplumsal Deği̇şi̇m Bir Literatür Değerlendirmesiunclassified

Toplumsal Değişim Raporları - Gençlik ve Sosyal Katılım

Nişancı¹

2022

tde

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Yazarın ÖzgeçmişiZübeyir Nişancı, Marmara Üniversitesi'nde öğretim üyesidir. Boğaziçi Üniversitesi Sosyoloji bölümünde lisans, Hartford International University bünyesinde din araştırmaları alanında yüksek lisans derecesini tamamladı. Yüksek lisans eğitimi sırasında Hartford Institute Religion Research'da (Hartford Din Araştırmaları Enstitüsü) araştırma projelerinde çalıştı.

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“…Relationship marketing is not just an ordinary transactional relationship, but a connection that benefits all parties on an ongoing basis. This bond is developed on the basis of trust that can facilitate the solving of common problems and reduce suspicion between parties involved in the exchange (Koo, et al, 2017). In the theory of trust commitment, it is explained that trust occurs when customers are confident with the reliability and integrity of the trusted party (Morgan and Hunt, 1994).…”

Section: B Relationship Qualitymentioning

confidence: 99%

The Role of Traditional Product Development in Building Relationship Quality and its Impact on Resort Hotel Brand Loyalty

Utama¹

2019

Glob Bus Financ Rev

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Customer loyalty is seen as one of the most important driving factors of the success of a business and is also one measure of performance in business. The purpose of this study is to investigate the role of traditional product development in building relations with customers in order to create resort hotel brand loyalty. The paper reviews the theoretical and empirical studies in field of brand performance and relationships marketing. A conceptual model is developed and tested in 180 samples of foreign tourists who have purchased the Balinese traditional food at number of resort hotels in Bali. The research then tests a model of hypothesized relationships using structural equation modeling. Specifically, recent procedures for assessing direct and mediated effects are adopted. Results showed that two relationship quality factors consisting of satisfaction and trust, was trust plays an important role in determining the resort hotel brand loyalty. The trust mediates the association of satisfaction with resort hotel brand loyalty. The findings also show the traditional product development has an influence on satisfaction and trust. Trust is shown to be important predictor of hotel brand loyalty as well as the satisfaction of having an influence on trust. The paper is conducted within Balinese traditional food business at resort hotels in Bali, and the findings may not be generalizable to other locations or to other markets. The findings suggest that hotel managers must realizes that developing traditional food should be able to touch the customer and provide strategic impact for hotel. However, in order for hotel brand loyalty, they must be earned customer trust, since the effects of satisfaction are indirect. This study presents potentially valuable information for hotel managers with regards to understanding traditional product development and relationship quality, which are the key drivers of resort hotel brand loyalty.

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The Relationship between Transformational Leadership of Environmental NGO Leader and Trust and Organizational Commitment

Cited by 8 publications

References 31 publications

The Effects of a CEO’s Technical Background and Cross-functional Coordination on Technological Innovation Performance: The Mediating Role of Technological Innovation Orientation

The Effects of a CEO’s Technical Background and Cross-functional Coordination on Technological Innovation Performance: The Mediating Role of Technological Innovation Orientation

Toplumsal Değişim Raporları - Gençlik ve Sosyal Katılım

The Role of Traditional Product Development in Building Relationship Quality and its Impact on Resort Hotel Brand Loyalty

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