“External Representation Roles Scale 外部代表角色量表”的版本间的差异

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== 简介 ==
 
== 简介 ==
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Boundary spanners’ external representation behaviors include mutual conflict resolution and cooperation. Three items from Mohr and Spekman (1994) were used to measure conflict resolution, which is the manner or technique used by exchange members to solve their manifest conflicts. Identical to the constructs of Anderson and Narus (1990), cooperation in our study indicates complementary coordinated actions taken by exchange members in order to achieve mutual outcomes or profits, with expected reciprocation in various functions over time. With reference to recent studies on the content of cooperation in strategic management, we developed five items to capture the essence.
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外部代表行为（external representation behaviors）包括相互的冲突与合作。
  
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Ying et al. (2016) used matched survey data from both the manufacturer (supplier) and the distributor (buyer) sides. The data collection consisted of three stages. First, they conducted unstructured personal interviews with 11 senior managers in order to develop an understanding of interpersonal ties and boundary-spanning interactions in the manufacturer- distributor relationships. Second, they developed paired questionnaires in English for both manufacturers and distributors. The English version was translated into Chinese and then back-translated into English, with recognition of the cross-cultural distinctions in the connotation of the equivalent constructs. 
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Ying et al. (2016) 等使用制造商（供应商）和分销商（买方）双方的匹配的调查数据。数据收集包括三个阶段。首先，他们进行了非结构化的个人访谈与11名高级管理人员，以建立一个了解人际关系和跨边界的相互作用，在制造商-分销商的关系。第二，他们开发了成对的问卷调查，为制造商和分销商的英语。英语版本被翻译成中文，然后回译成英文，与承认的跨文化差异的内涵的等效结构。最后，他们开始并与分销商的二元数据收集，并提供了900个全国性的分销商，由海尔集团提供。经过三轮的提醒（通过电话，通过初始和后续的电子邮件，以及面对面），收回314份问卷，其中251个是完整的。配对问卷，然后发送到指定的制造商，都是已由分销商选出的，并从251个制造商收到225份完整的问卷调查的整体回应率为25%。
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Finally, they began dyadic data collection with the distributors, and 900 nationwide distributors was provided by the Haier Group. After three rounds of reminders (by phone, by initial and follow-up emails, and in person), 314 questionnaires were returned, of which 251 were complete. The paired questionnaires were then sent to designated manufacturers that had been selected by the distributors, and 225 completed questionnaires were received from 251 manufacturers—an overall response rate of 25%.
 
  
 
== 信度与效度 ==
 
== 信度与效度 ==
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Conflict resolution’ Cronbach α :0.88 ; Factor Loading>0.8; Rwg:0.91.
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冲突解决部分的题目内部一致性系数为0.88，因素载荷都>0.8。
  
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Cooperation’ Cronbach α :0.92 ; Factor Loading>0.7; Rwg:0.92.
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合作部分的题目内部一致性系数为0.92，因素载荷都>0.7。
  
 
== 量表 ==
 
== 量表 ==

2016年10月27日 (四) 10:33的版本

简介

外部代表行为（external representation behaviors）包括相互的冲突与合作。

Ying et al. (2016) 等使用制造商（供应商）和分销商（买方）双方的匹配的调查数据。数据收集包括三个阶段。首先，他们进行了非结构化的个人访谈与11名高级管理人员，以建立一个了解人际关系和跨边界的相互作用，在制造商-分销商的关系。第二，他们开发了成对的问卷调查，为制造商和分销商的英语。英语版本被翻译成中文，然后回译成英文，与承认的跨文化差异的内涵的等效结构。最后，他们开始并与分销商的二元数据收集，并提供了900个全国性的分销商，由海尔集团提供。经过三轮的提醒（通过电话，通过初始和后续的电子邮件，以及面对面），收回314份问卷，其中251个是完整的。配对问卷，然后发送到指定的制造商，都是已由分销商选出的，并从251个制造商收到225份完整的问卷调查的整体回应率为25%。

信度与效度

冲突解决部分的题目内部一致性系数为0.88，因素载荷都>0.8。

合作部分的题目内部一致性系数为0.92，因素载荷都>0.7。

量表

1.When conflict occurs, we exchange complete and accurate information with the supplier (buyer) in order to smooth over the problem.
2.When conflict occurs, persuasive attempts are used by either side, including ignoring the differences and emphasizing the common interests between the supplier (buyer).
3.When conflict occurs, both sides try their best to reach a joint solution to the problem.
4.We have established an effective team with the supplier (buyer).
5.Both sides send a number of technical and managerial personnel to the other side.
6.Information about products, technology, and market are transferred between us.
7.The supplier (buyer) can obtain relevant knowledge through visiting and observing our firm.
8.We conduct a certain amount of shared training for salespersons with the supplier (buyer).

下载WORD版问卷：文件:Err.doc

计分方法

外部代表角色量表总共8道题，可计算平均分或总分。

量表出处

Huang, Y., Luo, Y., Liu, Y., & Yang, Q. (2013). An investigation of interpersonal ties in interorganizational exchanges in emerging markets: a boundary-spanning perspective. Journal of Management, 109(4), 649-655.

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