| Summary: | 碩士 === 國立中山大學 === 高階經營碩士班 === 104 === This study employed the upper-echelons to examine the relationships among CEO-top management team (TMT) exchange, TMT trust climate and management innovation in Taiwan''s healthcare organizations. The mediating effect of TMT trust climate and the moderating role of CEO-TMT exchange differentiation, respectively, is explored as well. Based on the survey approach, 504 executive responses in 144 hospitals were collected. Analytical results show that CEO-TMT exchange positively affects TMT trust climate, which in turn positively influences management innovation. Moreover, TMT trust climate plays a mediating role between CEO-TMT exchange and management innovation. Finally, CEO-TMT exchange differentiation positively moderates the relationship between CEO-TMT exchange and TMT trust climate, a finding that is different from the expected direction.
The study has several theoretical contributions. First, an examination of the TMT socio-psychometric concerns in hospitals extend the upper-echelons theory, which thus far remains focus on business organizations. Second, by exploring CEO-TMT social dynamics, the study also contributes to the theory, which focuses almost on whole TMT while ignores the unique role CEO. Third, the study also contributes to the leader-member exchange theory (LMX), which focuses almost on lower-level supervisor-subordinate relationships while ignores the upper-echelons executive exchange. Research findings also produce valuable insights for the strategic implications of top management in hospital institutions. Limitations and future directions were discussed as well.
Keywords: upper-echelons theory, CEO-TMT exchange, trust climate, management innovation, healthcare organizations
|
|---|
