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This study investigates the intricate relationship between technological integration and its consequences for employees, focusing on the evolving impacts of advanced technologies on organizational operations and workforce dynamics from 1983 to 2022. Utilizing a sophisticated method combining rigorous text-mining analysis and a systematic literature review, the research analyzes an extensive dataset of 7,000 articles to track the progression of technology-related topics and keywords within the literature. The findings reveal a dual nature of technology’s impact on the workforce. On one side, technological advancements are associated with challenges such as increased turnover intentions, anxiety, and health concerns. On the other, there is an emerging shift towards understanding the nuanced differences between technology-mediated interactions and traditional face-to-face engagements. The study underscores the necessity of strategic technology integration that not only enhances productivity but also safeguards employee well-being. Emphasizing the need for a redefined approach to work-life balance, the research sets a foundation for future explorations into the multifaceted effects of technology within organizational contexts, specifically recommending a deeper examination of individual information behaviors and sector-specific technology impacts in response to technological advancements. This refined focus aims to contribute more directly to information science by addressing how these technological integrations influence information behaviors across various organizational layers and over time.

This research examines the evolution of human resource management (HRM) practices within Samsung and Lotte, two major South Korean conglomerates. Both companies have been profoundly influenced by the Japanese management paradigm, especially in areas like seniority-based promotion rooted in Confucian values. Drawing from institutional theory, the study elucidates how similar economic trajectories in South Korea and Japan fostered comparable institutional logics and pressures in HRM. However, as organizations navigate institutional shifts, their responses and resulting HRM adaptations can diverge. Utilizing a comparative approach through the lens of the institutional logic theory, key findings unveil as follows: (1) Samsung and Lotte’s HR practices exhibit a strong Japanese influence, highlighting cultural/historical context’s importance. (2) Despite similar pressures, the conglomerates developed distinct HR practices attributed to differing institutional logics. (3) Institutional logics play a pivotal role in shaping HRM and influencing organizational behavior. (4) Organizations adapt HR practices in response to institutional complexities, leading to practice divergence. (5) The study extends institutional theory’s application in understanding organizations’ varied responses to similar pressures. (6) Findings offer HR professionals insights on tailoring strategies based on contextual understanding. The study extends the application of institutional theory in deciphering varied organizational responses. Practically, it provides HR professionals guidance on contextually appropriate HRM strategies. Companies across Asia can leverage these insights to anticipate HR practice shifts and align them with evolving institutional frameworks.

Authentic leadership’s influence on follower outcomes through the mediating roles of identification with the supervisor and social identification forms the core purpose of this research. By studying this less explored relationship within leadership studies, we aim to elucidate how these factors interrelate within the context of follower hope and organizational citizenship behavior (OCB). Using a quantitative methodology, we gathered and analyzed data from a sample of 241 employees across various South Korean businesses. Our main findings reveal that a follower’s identification with the supervisor significantly mediates the relationship between perceived authentic leadership and follower outcomes, such as hope and OCB. Concurrently, the study found that strengthening employee identification with their work group positively enhances these outcomes. From these findings, we conclude that authentic leadership can effectively drive follower identification, fostering beneficial outcomes, such as hope and OCB. It also suggests that workplaces that promote authentic leadership and a culture of strong supervisor and social identification can effectively enhance overall employee well-being and organizational performance.

In the context of the organizational crisis caused by COVID-19, scholars and professionals have focused on factors that help employees stay at their jobs and perform well. In an uncertain era, grit is a significant employee and organizational sustainability trait. Using 890 responses, this study determined how grit affects organizational performance and used contingencies including supportive climate and transformational leadership as moderators. The hypotheses were tested by examining the relationship between grit and organizational performance and the moderating effects of supportive climate and transformational leadership. Further, these hypotheses were supported by confirmatory factor analysis, PROCESS macro analysis, and bootstrapping. Grit was found to be positively associated with organizational performance; meanwhile, supportive climate and transformational leadership strengthen the relationship between grit and performance. Both theoretical and practical implications of the findings are discussed. This study makes a theoretical contribution through its assessment of the impact of grit on organizational performance. Trait activation theory can explain how grit can be expressed through organizational climate and leadership. With regard to practice, grit can be used as a vital factor for personnel selection and a supportive climate should be provided to ensure a desirable organizational climate.

This study aims to investigate the relationships among transformational leadership, followers’ innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers’ innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers’ innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers’ innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior.

Great resignation has become a critical issue in management discipline and retaining talents is one of the most important properties across the globe. Among them, local staff have been regarded as an essential competitive advantage for multinational companies and their sustainability. In this sense, staff localization has received considerable attention from scholars and professionals; however, few studies have examined the mechanisms underlying the relationship between staff localization and turnover. This study examines the macro-level relationship between the ratio of local staff in a subsidiary and the actual turnover rate of 89 multinational companies in 25 countries through their headquarters and subsidiary staff. Additionally, the aim of this study was to identify the moderating impact of a CEO’s nationality. The results showed that local staff leave organizations in which there are more expatriates deployed from HQs. Furthermore, the CEO’s nationality buffered the relationship between staff localization and the local staff turnover. This study can contribute to the academia and practice by revealing the effect of staff localization on staff turnover. In addition, a CEO staffing strategy focusing on nationality can be considered an important factor in retaining competitive local staff during the COVID-19 pandemic for multinational companies.