Impact of top management leadership styles on ERP assimilation and the role of organizational learning

被引：65
|
作者：
Shao, Zhen [1 ]
Feng, Yuqiang [1 ]
Hu, Qing [2 ]
机构：
[1] Harbin Inst Technol, Sch Management, Harbin, Heilongjiang, Peoples R China
[2] CUNY, Baruch Coll, Zicklin Sch Business, New York, NY 10021 USA
来源：
INFORMATION & MANAGEMENT | 2017年 / 54卷 / 07期
基金：
中国国家自然科学基金;
关键词：
Transformational leadership; Transactional leadership; Organizational learning culture; ERP assimilation; Exploitative learning; Exploratory learning; TRANSFORMATIONAL LEADERSHIP; PSYCHOLOGICAL EMPOWERMENT; STRATEGIC LEADERSHIP; ABSORPTIVE-CAPACITY; MODERATING ROLE; MEDIATING ROLE; EXPLORATION; CREATIVITY; EXPLOITATION; PERFORMANCE;
D O I：
10.1016/j.im.2017.01.005
中图分类号：
TP [自动化技术、计算机技术];
学科分类号：
0812 ;
摘要：
We developed a theoretical model of how leadership style and organizational learning culture impact ERP assimilation and tested this model with data collected from organizations that have used ERP systems for at least 1 year. We found that the influence of transformational leadership on organizational learning was strong but mediated by the learning culture and that of transactional leadership on organizational learning was weak but direct. These results offer new perspectives on ERP assimilation theory and provide guidance for top management to exercise specific leadership behavior to achieve ERP assimilation and long-term ERP success. (C) 2017 Elsevier B.V. All rights reserved.
引用
收藏
页码：902 / 919
页数：18
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