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The Influence Mechanism of Leadership Empowerment Behavior on job embeddedness of Industrial Designers: A Case Study of Chongqing

Ruichen Yu, Rapassa Roung-onnam


From December 11th, 2001, when China joined the WTO and became the 143rd member of the World Trade Organization, China
local enterprises and foreign-funded enterprises began to intensively use industrial design, which made the industrial design industry expand
rapidly. With the remarkable improvement of level and theory, China has become the third largest industrial design country in the world after
the United States and Japan. However, despite the rapid development of industrial design industry, the employment status of industrial designers is full of hardships. However, with the change of global market environment, the uncertainty of technological development and the
application of new office model, employees’ sense of trust, loyalty and job embeddedness degree to enterprises are getting lower and lower,
and the competition among enterprises is no longer based on traditional economic and technological competition, but on talents. As a leader,
how to attract and retain employees is an important issue. Taking Chongqing as an example, this study explores the employment development
status of industrial designers in this new era, and deeply studies the mechanism of leadership empowerment.


Empowerment; Leadership Empowerment Behavior; Job Embeddedness; Industrial Designer; Organizational Commitment; Organizational Atmosphere

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Included Database


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DOI: http://dx.doi.org/10.18686/fm.v9i2.12464