Researcher Database
Last Updated :2024/08/20
researchmap
Profile and Settings
Affiliation
Degree
- BSc Management（2014/07 Godfrey Okoye University）
- MA in Business Administration（2020/03 Hokkaido University）
- Ph.D. in Business Administration（2023/06 Hokkaido University）
Profile and Settings
Name (Japanese)
ONYENEKEName (Kana)
GECHINTI BEDEName
202301018642663806
Affiliation
Achievement
Research Interests
- Digital transformation (DX) Business model innovation Change Management Group dynamics Coworking Diversity Organizational behavior theory Management organization theory Behavioral leadership theory
Research Areas
Research Experience
Education
- 2020/04 - 2023/03 Hokkaido University Graduate School of Economics and Business
- 2018/04 - 2020/03 Hokkaido University Graduate School of Economics and Business
- 2010/09 - 2014/09 Godfrey Okoye University Faculty of Business and Social Sciences
Published Papers
- Gechinti Bede Onyeneke, Tomokazu AbeCross Cultural & Strategic Management 2059-5794 2024/08/06Purpose This study aimed to illustrate the conditions under which cultural diversity enhances workgroup creativity. It does so by investigating the impact of ethnic diversity on workgroup creativity through the mediating mechanisms of cognitive diversity and information elaboration, while also exploring the role of inclusive leadership in this process. Design/methodology/approach Multi-source data was collected from a sample of 338 employees nested within 56 workgroups across three distinct organizations. Conditional process analysis was used to empirically test the proposed hypotheses. Findings The results show that ethnic diversity, a surface-level cultural attribute, contributed to diversity in deep-level cognitive resources, and that workgroups were able to capitalize on these variations in deep-level cognitive resources to enhance their creativity when they engaged in the elaboration of task-relevant information. Results also demonstrated that the effective management of workgroup processes through inclusive leadership helped materialize the performance-promoting effects of cultural diversity. Overall, the findings support the notion that cultural diversity is indeed beneficial to workgroups. Originality/value Prior research has typically examined cultural diversity in workgroups from the perspective of either surface-level or deep-level cultural attributes, leading to conflicting findings. Our study takes a multifaceted approach to cultural diversity and its influence on workgroup creativity, offering a more nuanced understanding. Additionally, by integrating the concept of inclusive leadership, a relatively new conceptualization of leadership specifically relevant to diverse workgroups, we clarified strategies for fostering positive workgroup performance.
- Explaining the Mixed Effects of Alternative Conceptualizations of Workgroup Cultural Diversity: A Literature ReviewGechinti Bede OnyenekeDiscussion Paper, Series A, No. 20 2 2 366. Faculty of Economics and Business, Hokkaido University 2022/10 [Not refereed]
- Gechinti Bede Onyeneke, Tomokazu AbeJournal of Organizational Change Management 34 (2) 403 - 415 0953-4814 2021/02/22 [Refereed]
Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change. Design/methodology/approach Using a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM). Findings Change leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event. Practical implications In appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change. Originality/value Prior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.
Books etc
- Cultural Diversity in Workgroups: shedding light on its effects and the roles of leadershipGraduate School of Economics and Business, Hokkaido University 2023/06
Teaching Experience
- Management CManagement C Hokkaido University
- Advanced Japanese EconomyAdvanced Japanese Economy Hokkaido University
- Invitation to ManagementInvitation to Management Hokkaido University