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Patrick Rau, PhD Director, Institute of Human Factors and Ergonomics Professor, Department of Industrial Engineering Tsinghua University, Beijing 100084, China
Mini-Thesis
-Final Defense-
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The ICT industry consists to the most dynamic market sectors in China and is the biggest in the world Total income of China's ICT industry in 2010 is about RMB 10 trillion Chinese ICT-industry is able to produce their own innovative products. But: These products are often designated as architectural innovations and the production takes place using technologies that come from Europe, North America or Japan Fast developments and short lifecycles in the ICT - branch An overall organization wide understanding of innovativeness is essential. The relatively new concept of Innovation Orientation (IO) is a key for reaching this goal
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Research Questions: What are the influence factors of Innovation Orientation? On which influence factors should Chinese companies focus?
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Collection and data base of the sample Online-based survey 942 invitations were sent from April 14th 2011 to June 6th 2011 A total of 201 employees filled out the questionnaire, at least partially From that amount, 81 questionnaires were filled out completely and were included as a sample in the data analysis.
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Industry Structure
13% 19%
2% 1% 6%
13%
Position of Respondents
10%
13%
Employees 16%
10%
11%
Manager 55%
Automobile Financial services Chemicals/ Pharmacy Construction/ Real estate Retail Other
Influence Factors of Innovation Orientation
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Overview variables
Cronbachs Dimension Transformational Leadership Articulating a vision Providing an appropriate model Facilitating the acceptance of group goals Having high performance expectations Supportive leader behavior Intellectual stimulation Transactional Leadership Contingent reward behavior Conditional punishment behavior Consensual Orientation Entrepreneurial Orientation Bureaucratic Orientation Competitive Orientation Innovation Orientation Learning Philosophy Transfunctional Acclimatization Strategic Direction Depended n n n n n n n n n n n n n n y y y y Items 6 5 3 4 3 4 4 2 4 3 4 4 4 4 3 11 5 9 N Alpha 81 81 81 81 81 81 81 81 81 81 81 81 81 81 81 81 81 81 0,855 0,930 0,934 0,952 0,854 0,966 0,939 0,720 0,921 0,787 0,842 0,440 0,678 0,570 0,766 0,813 0,937 0,893
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Cronbach s Alpha of Corporate Culture not optimal Variables are measured with different scales
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Regression Model
Model Summary R 0,711 df Regression Residual Total 2 78 80 Beta Transformational Leadership Transactional Leadership
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0,565 0,190
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Correlation Analysis
Correlations Consensu Entrepren Bureauc Compet al eurial ratic itive Pearson 1 Correlation ** Sig. (2-tailed) Pearson Entrepreneurial -0,304 1 Correlation Orientation Sig. (2-tailed) 0,006 Pearson Bureaucratic -0,604 -0,289 Correlation Orientation Sig. (2-tailed) 0,000 0,009 Pearson Competitive -0,704 -0,062 Correlation Orientation Sig. (2-tailed) 0,000 0,581 Pearson Innovation 0,261 0,181 Correlation Orientation Sig. (2-tailed) 0,019 0,105 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed). Consensual Orientation ** ** Innov ation * Consensual ** 1 Entrepreneurial Bureaucratic Competitive 0,163 0,146 -0,078 0,488 -0,485 0,000 1 1 ** 115,59 90,00 105,73 88,68 56,47 30,02 36,95 35,60 Mean Standard deviation
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Results
Hypothesis H1a H1b H2a H2b H2c H2d Independent Variable Transformational Leadership Transactional Leadership Consensual Orientation Entrepreneurial Orientation Competitive Orientation Bureaucratic Orientation Influence to Empirical Innovation validation Orientation Positive Positive Positive Positive Negative Negative Confirmed Confirmed Confirmed Not confirmed Confirmed Not Confirmed
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1. 2. 3. 4.
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Final conclusion Chinese companies which are managed by strong transformational or transactional leaders which have a strong consensual corporate culture have a higher level of Innovation Orientation.
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