Abstract
This study examines how the effectiveness of new management styles (authoritarian, participative) may vary depending on individual cultural values of traditionality and contextual factors of innovative culture, why they moderate the relationship between new management styles and information technology engineers' professional skills. Hypotheses that assume such links are proposed and tested using the sample drawn from 280 research and development employees in high-tech industry. A 3-way interaction qualifies these main effects: in the environment of high innovative culture, new participative management style relates positively to technical specialties and technology management knowledge of professional skills for engineers low on traditionality. In the workplace of low innovative culture, new authoritarian management style relates positively to business function knowledge of professional skills for engineers high on traditionality.
| Original language | English |
|---|---|
| Pages (from-to) | 63-73 |
| Number of pages | 11 |
| Journal | Asia Pacific Management Review |
| Volume | 21 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 2016 Jun 1 |
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All Science Journal Classification (ASJC) codes
- Business and International Management
- Strategy and Management
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Improving IT professionals job skills development : The use of management styles and individual cultural value orientation. / Yu, Pei Li; Fang, Shih Chieh; Wang, Yu Lin.
In: Asia Pacific Management Review, Vol. 21, No. 2, 01.06.2016, p. 63-73.Research output: Contribution to journal › Article
TY - JOUR
T1 - Improving IT professionals job skills development
T2 - The use of management styles and individual cultural value orientation
AU - Yu, Pei Li
AU - Fang, Shih Chieh
AU - Wang, Yu Lin
PY - 2016/6/1
Y1 - 2016/6/1
N2 - This study examines how the effectiveness of new management styles (authoritarian, participative) may vary depending on individual cultural values of traditionality and contextual factors of innovative culture, why they moderate the relationship between new management styles and information technology engineers' professional skills. Hypotheses that assume such links are proposed and tested using the sample drawn from 280 research and development employees in high-tech industry. A 3-way interaction qualifies these main effects: in the environment of high innovative culture, new participative management style relates positively to technical specialties and technology management knowledge of professional skills for engineers low on traditionality. In the workplace of low innovative culture, new authoritarian management style relates positively to business function knowledge of professional skills for engineers high on traditionality.
AB - This study examines how the effectiveness of new management styles (authoritarian, participative) may vary depending on individual cultural values of traditionality and contextual factors of innovative culture, why they moderate the relationship between new management styles and information technology engineers' professional skills. Hypotheses that assume such links are proposed and tested using the sample drawn from 280 research and development employees in high-tech industry. A 3-way interaction qualifies these main effects: in the environment of high innovative culture, new participative management style relates positively to technical specialties and technology management knowledge of professional skills for engineers low on traditionality. In the workplace of low innovative culture, new authoritarian management style relates positively to business function knowledge of professional skills for engineers high on traditionality.
UR - http://www.scopus.com/inward/record.url?scp=84963853010&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84963853010&partnerID=8YFLogxK
U2 - 10.1016/j.apmrv.2015.07.002
DO - 10.1016/j.apmrv.2015.07.002
M3 - Article
AN - SCOPUS:84963853010
VL - 21
SP - 63
EP - 73
JO - Asia Pacific Management Review
JF - Asia Pacific Management Review
SN - 1029-3132
IS - 2
ER -