Self-managing teams and employee attitudes: the moderating role of capital intensity

This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also examines the mediating role of organizational commitment in the relationship between self-managing teams and turnover intention. The proposed hypo...

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Published inInternational journal of human resource management Vol. 23; no. 4; pp. 714 - 730
Main Author Park, Rhokeun
Format Journal Article
LanguageEnglish
Published London Taylor & Francis Group 01.02.2012
Taylor & Francis LLC
Subjects
Capital intensity
Commitments
Correlation analysis
Effectiveness
Employee attitude
Exchange theory
Firm theory
Labour
Management
need hierarchy theory
Organization theory
organizational commitment
Self directed work teams
self-managing team
Studies
Teamwork
turnover intention
South Korea
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Abstract This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also examines the mediating role of organizational commitment in the relationship between self-managing teams and turnover intention. The proposed hypotheses were tested by hierarchical linear modeling using data collected from 1293 employees of 50 companies in South Korea in 2008. The results revealed that organizational commitment mediated the relationship between self-managing teams and turnover intention. The findings also showed that capital intensity moderated the relationships between self-managing teams and employee attitudes. Specifically, self-managing teams were more effective in enhancing organizational commitment and in reducing turnover intention in capital-intensive companies than in labor-intensive companies. Implications for company policies and future research are discussed.
AbstractList This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also examines the mediating role of organizational commitment in the relationship between self-managing teams and turnover intention. The proposed hypotheses were tested by hierarchical linear modeling using data collected from 1293 employees of 50 companies in South Korea in 2008. The results revealed that organizational commitment mediated the relationship between self-managing teams and turnover intention. The findings also showed that capital intensity moderated the relationships between self-managing teams and employee attitudes. Specifically, self-managing teams were more effective in enhancing organizational commitment and in reducing turnover intention in capital-intensive companies than in labor-intensive companies. Implications for company policies and future research are discussed. Reprinted by permission of Routledge, Taylor and Francis Ltd.
This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also examines the mediating role of organizational commitment in the relationship between self-managing teams and turnover intention. The proposed hypotheses were tested by hierarchical linear modeling using data collected from 1293 employees of 50 companies in South Korea in 2008. The results revealed that organizational commitment mediated the relationship between self-managing teams and turnover intention. The findings also showed that capital intensity moderated the relationships between self-managing teams and employee attitudes. Specifically, self-managing teams were more effective in enhancing organizational commitment and in reducing turnover intention in capital-intensive companies than in labor-intensive companies. Implications for company policies and future research are discussed.
This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also examines the mediating role of organizational commitment in the relationship between self-managing teams and turnover intention. The proposed hypotheses were tested by hierarchical linear modeling using data collected from 1293 employees of 50 companies in South Korea in 2008. The results revealed that organizational commitment mediated the relationship between self-managing teams and turnover intention. The findings also showed that capital intensity moderated the relationships between self-managing teams and employee attitudes. Specifically, self-managing teams were more effective in enhancing organizational commitment and in reducing turnover intention in capital-intensive companies than in labor-intensive companies. Implications for company policies and future research are discussed. [PUBLICATION ABSTRACT]
Author Park, Rhokeun
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Snippet This study investigates the moderating role of capital intensity in the relationships between self-managing teams and employee attitudes. This study also...
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SubjectTerms Capital intensity
Commitments
Correlation analysis
Effectiveness
Employee attitude
Exchange theory
Firm theory
Labour
Management
need hierarchy theory
Organization theory
organizational commitment
Self directed work teams
self-managing team
Studies
Teamwork
turnover intention
Title Self-managing teams and employee attitudes: the moderating role of capital intensity
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