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Ultrafast electron microscopy (UEM) has a broad scope of application across material systems and scientific disciplines. In UEM, we investigate multiscale dynamics in the spatial domain ranging from micrometres to ångströms, in reciprocal space, and on timescales from microseconds to attoseconds, with an energy resolution of a few electronvolts or less. Notably, UEM has played a pivotal role in visualisation of ultrafast structural dynamics with high local selectivity, enabling the exploration of the dynamic nature of chemical bonding in non-equilibrium states and investigation of electron – photon interactions to manipulate free-electron wavefunctions. This breakthrough has created new opportunities in condensed matter physics, chemical dynamics, and quantum electrodynamics. In addition, efforts are underway to achieve high-resolution UEM in correlative real-space microscopy to diffractography and spectroscopy in a single instrument for comprehensive investigations of light – matter interactions and structure – dynamics – function relations. In this review, we provide an overview of the current state of UEM imaging capabilities and scientific interests, outlining the technological challenges faced by UEM in related fields and exploring potential approaches to overcome these challenges. Furthermore, we highlight the emerging fields of interest and present future perspectives that can further extend the imaging capabilities of UEM.

We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input-process-output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for creativity. [ABSTRACT FROM AUTHOR]

We investigated the joint effect of employees' emotional exhaustion, transactional leadership, and leader-member exchange (LMX) on employees' affective commitment and in-role performance. With the inclusion of the antecedents and the consequences of affective commitment, we constructed a comprehensive framework for examining how employees' organizational affective commitment and emotional exhaustion jointly affected their in-role performance. Using the stimuli theory, vulnerability-stress theory, and job demands-resources model, we tested hypotheses regarding the 3-way interaction effects of the independent and moderating factors with 332 employees of a South Korean firm. All hypotheses were supported. We concluded that employees' in-role performance could be poor when emotionally exhausted employees are working with a leader whose style is transactional and where there is high LMX. [ABSTRACT FROM AUTHOR]

In this study, we examined the effects of chief executive officer (CEO) characteristics and organizational systems on organizational creativity, particularly in small- and medium-sized enterprises (SMEs). Using upper echelon and contingency perspectives, we hypothesized that CEO characteristics would promote organizational creativity in SMEs, but the effect of CEO characteristics would be attenuated when SMEs have strong organizational learning systems in place. Consistent with our expectations, the results show that a CEO's orientation toward employee development plays an important role in organizational creativity. Moreover, the effect of CEO development orientation on organizational creativity is greatest when the organizational system is weak. Theoretical and practical implications are also discussed. [ABSTRACT FROM AUTHOR]

Exploitation, as a means of achieving team creativity, has been thought to be limited compared with exploration. In an empirical study, we investigated the potential value of team exploitation as a strong independent initiator of team creativity, considering team cohesiveness as a moderator of that relationship. Our results support our hypothesis that when team cohesiveness is high, team exploitation exhibits a U-shaped relationship with creativity, whereas when team cohesiveness is low, the relationship is inverted-U-shaped. [ABSTRACT FROM AUTHOR]

Focuses on a study which assessed the effectiveness of campaigning approaches to corporate culture change in Korea. Success and failure factors of organizational culture change; Methodology of the study; Purpose of culture change efforts; Performance and result of organizational culture change efforts; Characteristics of the success and the failure of companies.

The article focuses on a comprehensive empirical investigation of the relationships among variables of groupthink model. Groupthink is a term coined to describe a premature concurrence-seeking tendency that interferes with effective group decision making. Groupthink model, which has 24 variables all together, consists of four categories, the antecedent conditions of groupthink, symptoms of groupthink, symptoms of defective decision making and outcomes. The model suggests that antecedent conditions within a decision-making group influence the group to become a victim of groupthink. Once a group becomes a victim of groupthink phenomenon, symptoms of defective decision making appear and ultimately a decision of poor quality results. Although there are about two dozen empirical studies on groupthink, there is very little consensus among researchers on the validity of the groupthink model. The studies directly testing the model use one or a combination of three methods, case study, laboratory experiment, and content analysis.

Despite an extensive use of the groupthink model in various areas of social science, there are few empirical studies testing groupthink and many criticisms of it. In order to better understand the concept of groupthink, and to set a foundation for future research, this paper summarizes previous empirical studies on group-think and indicates problems (e.g., limited inclusion of variables and an inappropriate usage of measurement modes) that exist throughout those studies. Recommendations for future research are then provided. [ABSTRACT FROM AUTHOR]