Meng-Yu Cheng
Biographic Data
| ID | 3620870 |
|---|---|
| NAME | Meng-Yu Cheng |
| GIVEN NAMES | Meng-Yu |
| FAMILY NAME | Cheng |
| SIGNATURE | CHENG M |
| AFFILIATIONS | Feng Chia University |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2014 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 1 |
Longitudinal associations between the rates of change in family to work enrichment, leader-member exchange, and job satisfaction
Guanxi Circles' Effect on Organizational Trust
This article proposes a Chinese network structural phenomenon-the guanxi circle. Parallel to the reasoning of leader-member exchange theory, Chinese leaders categorize their staff members into in-group and out-group members and apply different rules of social exchange to them. In addition, they divide the guanxi circle into core and peripheral members. The latter forms a bridging link keeping the guanxi circle open, and thus maintains room for fl…
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification
Guanxi Circles' Effect on Organizational Trust
This article proposes a Chinese network structural phenomenon-the guanxi circle. Parallel to the reasoning of leader-member exchange theory, Chinese leaders categorize their staff members into in-group and out-group members and apply different rules of social exchange to them. In addition, they divide the guanxi circle into core and peripheral members. The latter forms a bridging link keeping the guanxi circle open, and thus maintains room for fl…
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification
Guanxi Circles' Effect on Organizational Trust
This article proposes a Chinese network structural phenomenon-the guanxi circle. Parallel to the reasoning of leader-member exchange theory, Chinese leaders categorize their staff members into in-group and out-group members and apply different rules of social exchange to them. In addition, they divide the guanxi circle into core and peripheral members. The latter forms a bridging link keeping the guanxi circle open, and thus maintains room for fl…
Longitudinal associations between the rates of change in family to work enrichment, leader-member exchange, and job satisfaction
Job Satisfaction and Organizational Behavior (2 works) · Political science (2 works) · Psychology (2 works) · Public relations (2 works) · Social Psychology (2 works) · Artificial Intelligence (1 work) · Artificial Intelligence (1 work) · Bridging (networking) (1 work) · Business (1 work) · Categorization (1 work)