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research papers aligned with the conference theme are invited; theoretical, empirical, and
qualitative literature review and case studies are welcomed. We welcome research papers
that can bring visions and insights into management theories and practices, and we also
encourage qualitative studies that depict and interpret up-to-date management practices.
Submission will be closed on October 1, 2017. For further information, please check the
latest updates on
NTU Management Review
website for more details. Scholars and
practitioners throughout the world are welcomed to attend.
Announcements of Call for Papers for Special Issues and T. N. Soong Foundation Award
Recently, a new call for paper on “New Southbound Policy: Challenges & New
Implications” has been announced in April, 2017. Guest editors of this special issue are Prof.
Yung-Chih Lien from National Taiwan University, Prof. Chia-Ling (Eunice) Liu from
National Taiwan University, Prof. Ruey-Jer (Bryan) Jean from National Chengchi University,
and Prof. Chia-Wen Hsu from National Chung Cheng University. This special issue is to
discuss the challenges and theory implications with the implementation of “New Southbound
Policy”. All are welcomed to submit. Submission will be closed on March 2, 2018. Please
refer to the announcement for possible topics or check the latest updates on
NTU
Management Review
website for more details.
We are grateful to T. N. Soong Foundation for its continued support. To encourage
research in accounting, auditing, finance, taxation, information, and management in Taiwan,
the Foundation has sponsored the Best Master’s Thesis Award since 1996. Several winning
papers have been published in
NTU Management Review
since then.
Introduction of This Edition
This edition of
NTU Management Review
contains seven articles. The following is a
brief introduction of the seven articles.
For the one article in the field of organizational behavior by Chia-Wu Lin et al., it
investigates how subordinates’ attribution of intention behind leaders’ behavior affects their
emotions and behaviors. The authors conducted two-wave data collected from 340
subordinates and their results showed that benevolent leadership was less positively or even
negatively related to trust and OCB when subordinates perceived high manipulative intention
behind leaders’ behavior. Also, they found that the above interaction’s effect on OCB is
partially mediated by trust in supervisor and the organization. This paper cautions that