entrepreneurial Lumpkin & Dess, orientation Dakhli an Schuler

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1 * % ICC IIRR * ivvetien@cyut,edu.tw Tel (04) Ext. 7304

2 entrepreneurial Lumpkin & Dess, orientation Dakhli an Schuler

3 91 entrepreneurial orientation Miller & Friesen, 1982 Covin & Slevin, 1991 Lumpkin and Dess1996 Lumpkin and Dess autonomy innovativeness 3. risk-taking proactiveness competitive aggressiveness

4 Lumpkin and Dess ()

5 93 Cooke and Szumal Fritsch Zapalska et al.2005entrepreneur Cooke & Szu H1 H1-1

6 H1-2 H1-3 () H2 H2-1 H2-2 H2-3 H2-4

7 95 1 H1 H2 1 Cooke & Szumal Snell & Dean Antoncic & Hisrich2001

8 Cronbach s α Cronbach s α Cronbach s α Hair et al., %

9 97 intraclass correlation coefficient; ICC interater reliability coefficient; IRR ICC Kenny IRR & Lavoie, 1985 Jame, Demaree & Wolf, %99%88% 90%94%81%90%96% 70% Steve, Dean & Kenneth, F Scheffe *** 1<2< *** *** 1<2< * 3<2< * 3<2< *p<.1, ***p<.01

10 % 25% 25%~75%

11 99 2 β F R 2 R 2.69*** -.26**.33*** ***.49.49*** *** *** *** *** ** * * * ***.54.05* 9.11*** *** *** *p<.1, **p<.05, ***p<.01 β

12 H

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17 Cooke, R. A. & Szumal, J. L. (1994). The impact of group interaction styles on problem-solving effectiveness. Journal of Applied Behavioral Science, 30 (4): Covin, J. G. & Slevin D. P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16 (1): Dakhli, M. & Clercq, D. D. (2004). Human capital, social, and innovation: a multi-country study. Entrepreneurship and Regional Development, 16: Fritsch, M. (2004). Entrepreneurship, entry and performance of new business compared in two growth regimes: East and West Germany. Journal of Evolutionary Economics, 14 (5): Hair, J. F. Jr., Ralph, E. A., Ronald, L. T. & William, C. B. (1998). Multivariance data analysis (5th ed.). Upper Saddle River, NJ: Prentice Hall. 6. James, L. R., Demaree, R. G. & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of AppliedPsychology, 69 (1): Kenny, D. A. & LaVoie, L. (1985). Separating individual and group effects. Journal of Personality and Social Psychology, 48 (2): Lumpkin, G. T. & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21 (1): Miller, D. & Friesen, P. H. (1982). Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal, 3 (1): Miller, D. & Friesen, P. H. (1983). Strategy-making and environment: The third link. Strategic Management Journal, 4: Mintzberg, H. (1973). Strategic-making in three modes. California Management Review, 16 (2): Schuler, R. S. (1986). Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource management practices. Human Resource Management, 25 (4): Steve, A., Dean, T. & Kenneth, S. L. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53: Zapalska, A., Brozik, D. & Shuklian, S. (2005). Macroeconomic processes and regional economies management. Problems and Perspectives in Management, 1: 5-10.

18 The Study of Influence on Team Interaction Style and Entrepreneurial Orientation: The Moderated Effect of Human Resource Management Activities Ching-Ting Tien * Department of Insurance, Chaoyang University of Technology Hwei- Yin Huang Department of Insurance, Chaoyang University of Technology Ko-Cherng Hsu Department of Business Administration, Ling Tung University Abstract The purpose of this study is to explore the moderated effect of human resource management on relationship of team interaction style and entrepreneurial. In this study, the researcher adopted to test the quality of questionnaire with reliability and validity. Full-time salespersons from 22 life insurance companies were invited to participate in this survey. 750 questionnaires were distributed to 150 teams, and 274 questionnaires from 68 teams were valid. With the valid returned questionnaires, hierarchical regression analysis was conducted for testing the moderated effect. According to data analysis, the following findings are concluded in this study: 1.Entrepreneruial orientation would be effected by cooperation-based interaction style positively; by interpersonal-based interaction style negatively. 2. High-level selective staffing would derive the negative strengthening moderated effect on the relationship between interpersonal-based interaction and entrepreneurial orientation. The impact of high-level selective staffing on the relationship between competition-based interaction and entrepreneurial orientation would be positive strengthening moderated. And interpersonal-based interaction and entrepreneurial orientation would be negatively moderated by the high-level of human resource development and salary level. Finally there were managerial implications had been proposed. Keywords: team interaction style, human resource management activities, entrepreneurial orientation, team level research * Corresponding author ivvetien@cyut.edu.tw Tel: Ext.7304

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<4D6963726F736F667420576F7264202D20D5C5ECBFD5E3BDADCAA1313531C8CBB2C5B9A4B3CCC5E0D1F8C8CBD4B1CDC6BCF6C8CBD1A1C9EAB1A8B1ED30343235> 附件 2 推荐层次重点资助第一层次第二层次组别理学工学医药农林社科宣传文化企业申报类型学术型学术应用并重型应用型专业类别经济学 : 管理类 ( 按填报说明填写 ) 浙江省 151 人才工程培养人员推荐人选申报表姓名 : 张炜单位