讲座主题一：Stretch Goals and the Distribution of Organizational Performance
Dr Miles Yang earned his PhD from the UNSW Australia Business School, University of New South Wales in 2015. He has worked as a postdoctoral research fellow at University of Wollongong funded under the ARC Linkage Project (Project name – Technology and Innovation management in High Risk Situations) from 2014 to 2016. His PhD research examines the micro foundations of strategic decisions and the macro performance consequences. In 2013, Miles was selected as Top 15 PhD students. He published one paper in Systems Research and Behavioral Science (ABDC A-ranked journal). Miles has taught Strategic Management, Innovation Management, and International Business Strategy, among others at both UNSW and Macquarie University in Australia, and taught computer simulation and modelling at postgraduate level at National Sun Yat-Sen University and National Chengchi University in Taiwan. Miles had worked in a number of industry organisations in positions such as Research Engineer, Project Manager, Columnist, Business Consultant & Facilitator, and Strategy Development Specialist in Taiwan during 2001-2009.
Many academics, consultants and managers advocate stretch goals to attain superior organizational performance. However, existing theory speculates that, while stretch goals may benefit some organizations, they are not a “rule for riches” for all organizations. To address this speculation, we use two experimental studies to explore the effects on the mean (and median), variance, and skewness of performance of stretch compared with moderate goals. Participants were assigned moderate or stretchgoals to manage a well-known business simulation. Compared with moderate goals, stretch goal simprove performance for a few participants, but many abandon the stretch goals in favor of lowerself-set goals, or adopt a survival goal when faced with the threat of bankruptcy. Consequently,stretch goals generate higher performance variance across organizations and a right-skewed performance distribution. Contrary to conventional wisdom, there is no positive stretch goal maineffect on performance. Instead, stretch goals compared with moderate goals generate large attainment discrepancies that increase willingness to take risks, undermine goal commitment, and generate lowerrisk-adjusted performance. The findings provide a better theoretical and empirical appreciation ofhow stretch goals influence performance.
讲座主题二：The Effects of Balance and Imbalance in Team-Member Exchange: A Multilevel Moderated Mediation Congruence Model
Dr. Zhang was attracted to be a scholar when he started undergraduate study in Sichuan University. He was introduced to research in 2010 at the University of New South Wales (UNSW) when He enrolled in Ph.D. to pursue his fascination with Management. Over the four years in UNSW, he was initiated into ethnography, meta-analysis and survey research by examining how employees react to managers’ mistreatments. The resulting thesis, The Impact of Management (Mis)Treatment and Employees’ Responses in China. Shortly after he graduated, he joined Research Institute of Economics and Management, Southwestern University of Finance and Economics as an Associate Professor.
We extend team-member exchange (TMX) theory by examining the interplay of TMX contribution and TMX reception, as well as by further integrating conservation of resources theory (Hobfoll, 1989) to propose the confluence of TMX contribution-reception on emotional exhaustion. In turn, emotional exhaustion influences employee silence in organizations, which is moderated by leader’s authoritarian management style. Based on the data collected from 888 team members and 41 team leaders at 3 time points, the results of cross-level polynomial regressions supported the congruence effects hypothesis of TMX contribution-reception on employee’s emotional exhaustion. Further, different incongruence patterns had asymmetrical effects on employee’s emotional exhaustion. The integration analysis of the block variable approach and moderated mediation multilevel model showed that the indirect effect of TMX contribution-reception (in)congruence on silence through emotional exhaustion was moderated by leader’s authoritarian management style at team level. These findings highlighted the significance of the interplay of TMX contribution-reception at work. Finally, both implications and limitations of these findings were discussed.