A Study of the Antecedents and Consequences of C-JI and A-JI in a Typical Chinese Machine Tool Company

摘要

We examine the antecedents and consequences of C-JI and A-JI in Chinese context. In a sample of 209 employees from a typical Chinese machine tool company, participation, leader-member exchange, communication climate and organizational change are found to be antecedents of either C-JI or A-JI. Correlation analysis and path analysis with SPSS 15.0 and LISREL8.51 have been used to test these hypotheses. Our study suggests that A-JI negatively predicts both task performance and innovative performance. Different impacts from C-JI and A-JI upon task performance and innovative performance as consequences are also found in this study. Implications for future research and current practice are discussed. We try to contribute more to the conceptualization of JI, and provide the managerial suggestions to the Chinese machine tool industry.