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Pagina 50
LMX and innovative role expectations than are those whose problem - solving
style is more associative . H6 . The relationship between LMX and innovative
behavior will be stronger for those with avoidant or conventional problem -
solving ...
LMX and innovative role expectations than are those whose problem - solving
style is more associative . H6 . The relationship between LMX and innovative
behavior will be stronger for those with avoidant or conventional problem -
solving ...
Pagina 51
The number in each group and their mean score on innovative behavior are
shown in Table 3 . Table 3 Four Problem - Solving Style Subsamples Mean
Group Innovative Behavior Avoiders 37 3 . 27 Conventionals Innovators 3 . 49
Flexibles 2 ...
The number in each group and their mean score on innovative behavior are
shown in Table 3 . Table 3 Four Problem - Solving Style Subsamples Mean
Group Innovative Behavior Avoiders 37 3 . 27 Conventionals Innovators 3 . 49
Flexibles 2 ...
Pagina 52
A plot of the interaction indicated that the relationship between role expectations
and innovative behavior was stronger for those with a less creative problem -
solving style than for those with a more creative problemsolving style . Thus , the
...
A plot of the interaction indicated that the relationship between role expectations
and innovative behavior was stronger for those with a less creative problem -
solving style than for those with a more creative problemsolving style . Thus , the
...
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Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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achieve activities alternative analysis application approach areas average become carrier characteristics chart communication competitive complex considered continuous corporate correction cost create criteria critical decision defined determine effect Engineering environment error established evaluation example existing expectations experience factors Figure firms function global goals identified implementation important improvement increased individual industry innovative integrated internal involved knowledge learning manufacturing means measurement meet methods needs objectives operations organization organizational output performance phase planning position possible potential practice presented probability problem relationships reported requirements responsibility Review risk role selection share specific stage standard strategy structure style success Table tasks technical transport unit University