Search

PurposeAlthough learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.Design/methodology/approachA two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.FindingsThe results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.Research limitations/implicationsAs the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.Practical implicationsProactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.Originality/valueThis study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.

PurposeAuthenticity, or the extent to which individuals act in accordance with their values, beliefs and characteristics, is recognized as a key component of a fulfilled life. However, little is known about its antecedents in an organizational context. Drawing on goal-setting theory and the broaden-and-build theory, the current study examined the role of team leaders' perceived shared vision in promoting their work authenticity, mediated through strengths use support (SUS) for members as well as leaders' strengths use.Design/methodology/approachA two-wave questionnaire survey was conducted to test the hypotheses using a sample of 325 middle managers of a manufacturing firm.FindingsThe results of structural equation modeling show that perceived shared vision promoted work authenticity, mediated through SUS and strengths use.Originality/valueThis study is the first to identify that shared goals can trigger authenticity at work by directing the leader to use their strengths, alongside their team members.

PurposeThis study aims to examine how perceived supervisor support for strengths use (PSSSU) directly and indirectly facilitates career satisfaction and perceived employability as mediated by strengths use behavior.Design/methodology/approachA two-wave questionnaire survey was administered to nurses (n = 221) and analyzed using structural equation modeling.FindingsResults indicated that PSSSU directly enhanced career satisfaction and indirectly enhanced perceived employability through strengths use behavior.Research limitations/implicationsAs the sample was limited to nurses in a Japanese hospital, it is possible that the characteristics of the national culture and occupation affected the results.Practical implicationsSupport for strengths use is important especially in stressful work environments in order to retain professional employees by enhancing their employability and career satisfaction.Originality/valueThis study extends the literature by identifying the different effects of PSSSU on the two types of career-related well-being. The present research is the first study to show the mediating role played by strengths use behavior in linking PSSSU to perceived employability.

PurposeA community of practice (CoP) is believed to be a driver for knowledge creation but it can hinder knowledge sharing across boundaries. Drawing on social cognitive theory, this study aims to investigate how a CoP within a single unit promotes knowledge sharing with other units by examining the mediating effect of the members’ learning goals (LG).Design/methodology/approachStructural equation modeling was conducted using a two-wave survey data on nurses from eight Japanese hospitals (n = 263).FindingsThe results indicated that LG fully and positively mediated the effect of a CoP on the knowledge-sharing intention of one unit toward other units and that LG fully and negatively mediated the effect of a CoP on knowledge withholding (KW) from other units.Practical implicationsKnowledge managers need to note that intellectual benefits from experienced CoP can play a key role in reducing the perceived risks associated with members’ knowledge sharing and in creating effective knowledge sharing with other units.Originality/valueThe main contribution is to identify the process by which CoP promotes knowledge sharing and prevents KW across boundaries mediated through LG. This study is the first to quantitatively show how LG cross inter-professional barriers caused by CoPs.

PurposeAlthough middle managers play important roles in forming strategies and generating innovation, few studies have explored the influence of management control systems (MCS) on employees’ behaviors or performance at the middle-management level. The purpose of this study is to examine the effect an interactive use of MCS has on individual performance at the unit level.Design/methodology/approachA longitudinal, multisource and multilevel survey was conducted among 373 nurses in 20 units at a Japanese public hospital.FindingsThe multi-level analyzes indicate that middle managers’ interactive use of MCS has a direct and indirect positive influence on individual performance, through proactive behavior, as well as through psychological empowerment and, subsequently, through proactive behavior.Research limitations/implicationsAs the present study collected data from nurses at a Japanese hospital, it is necessary to conduct research in other countries using different occupations to verify the findings.Practical implicationsOrganizations need to be aware that the interactive use of MCS can be an effective tool for empowering and motivating employees.Originality/valueThe present study contributes to the literature by clarifying the mechanisms of how the interactive use of MCS influences employees’ psychological and behavioral outcomes at the middle-management level.

Although reflection is believed to play a key role in promoting learning and performance, few studies have examined its effects on success and failure on well-being and positive behavioral outcomes. Thus, this study aims to explore the influence of reflection on success and failure on proactive behavior mediated through work authenticity, using a two-wave survey of employees from a municipal office in Japan (n = 219). The results of structural equation modeling indicated that reflection on success directly and indirectly enhanced proactive behavior through work authenticity, while reflection on failure had no significant influence on both work authenticity and proactive behavior. This study thus contributes to research on reflection and positive psychology by identifying the role of reflection on success in promoting employees’ well-being and positive behavioral outcomes.

Creativity has emerged as a key topic in human resource development (HRD) research. Although psychological empowerment has been considered the link between goal orientation or task characteristics ...

PurposeAlthough positive psychology emphasizes the importance of reflecting on success in promoting strengths use and self-efficacy, no research has developed a measure of reflection on success. The purpose of this study is to develop and validate the scales for reflection on success and failures.Design/methodology/approachStudy 1 was conducted to extract the dimensions of reflection on success and failures using survey data from nurses (n= 298), whereas Study 2 involved validation of the scales using a two-wave survey of physical therapists (n= 291).FindingsIn Study 1, the factors of “reflection on success” and “reflection on failures” were extracted by exploratory factor analysis. In Study 2, the discriminant validity of the two scales was established via confirmatory factor analyses. The structural equation modeling results indicated that reflection on success promoted work authenticity, work engagement and strengths use, while reflection on failures only promoted work engagement, indicating the convergent validity of the scales.Research limitations/implicationsAs the research subjects were medical professionals in Japan, the scales need to be validated with samples from a wide range of occupations and cultural backgrounds, in future research.Originality/valueThe present research expands the literature on reflection and strengths-based approach by introducing the “success–failures” dimension based on positive psychology, broaden-and-build theory and job demands–resources theory.

PurposeAlthough positive psychology asserts that authenticity comes from identifying and using our strengths, no quantitative research has been conducted to test that relationship. This study aims to examine the mediating role of work authenticity in linking strengths use to career satisfaction and proactive behavior.Design/methodology/approachUsing a two-wave survey with nurses in two large, acute hospitals in Japan (n = 298), a structural equation model was produced.FindingsThe results show that work authenticity fully mediated between strengths use and career satisfaction, and that work authenticity partially mediated between strengths use and proactive behavior.Research limitations/implicationsAs work authenticity, career satisfaction and proactive behavior were measured at time 2, it is desirable to conduct a three-wave survey to measure these variables separately in future research.Practical implicationsIt may be imperative to recognize that employees who use their strengths are satisfied with their careers only by enhancing authenticity at work.Originality/valueThe main contribution of this study was to identify the mediating role of work authenticity in linking strengths use to both career-related well-being and proactive work behaviors.

Although strengths use has been found to promote employee wellbeing and performance, only a limited range of research has investigated its personal antecedents. Based on positive psychology, the present study examined the roles of mindfulness and perceived supervisor support in enhancing strengths use and work engagement. The study focused on two three-wave longitudinal surveys of nurses in Japanese hospitals (n = 459; n = 248). The results of structural equation modeling indicated that mindfulness had a full indirect effect on work engagement mediated through strengths use in both surveys. The results also show that, in both studies, perceived supervisor support for strengths use had direct and indirect effects on work engagement mediated through strengths use. However, the effect of perceived supervisor support for strengths use on mindfulness was significant in Study 1, but not in Study 2. This study contributes to positive psychology research by identifying the indirect effects of mindfulness on enhancing work engagement as mediated through strengths use.

PurposeAlthough cognitive apprenticeship has been widely used in various educational fields, few empirical studies have examined its effectiveness in a workplace context. This study aims to investigate the effects of cognitive apprenticeship on junior doctors’ perceived professional growth in hospitals.Design/methodology/approachA retrospective questionnaire survey was performed that asked surgeons (n = 87) and physicians (n = 92) to recall how they were instructed by their supervisors during the first five years after graduation from medical school.FindingsThe results of multiple regression analyzes showed that all dimensions of cognitive apprenticeship (modeling, coaching, scaffolding, articulation, reflection and exploration) had positive effects on each doctor’s perceived growth, regardless of the type of clinical practice (surgeon vs physician) or the period of supervision. It was also found that physicians experienced significantly more coaching and scaffolding, and opportunities for, articulation and reflection, than surgeons.Research limitations/implicationsSome of the data were collected through snowball sampling, and this study used a retrospective survey in which respondents were asked to recall past experiences.Practical implicationsClinical supervisors in hospitals should adopt a cognitive apprenticeship model when supervising junior doctors. Surgical supervisors need to be more conscious of the benefits of cognitive apprenticeship.Originality/valueThis study confirmed that the six dimensions of cognitive apprenticeship had positive influences on the perceived growth of junior doctors, regardless of their clinical domains or period of supervision and that clinical domains influence the implementation of cognitive apprenticeship.

Sliding mechanical parts working under heavy loads and at high speeds in harsh environments are often subjected to sand and dust, leading to abnormal wear and seizing. Although sliding surfaces can be hardened and textured, there is a need for even higher wear and seizure resistance. We therefore did this study to confirm the trapping effect of surface texturing on dust by finding a way to visualize the dust. As a result, we confirmed that the dust became trapped in the grooves of the texture during the sliding. In addition, to produce a sliding surface having both seizure and wear resistance, we produced a surface combining a diamond-like carbon (DLC) film and surface texturing, and we evaluated its tribological characteristics. In dusty conditions, the specific wear rate was about 1/20 on surfaces where DLC film and the surface texturing were used in conjunction, and its wear resistance was higher than that of a non-treated stainless steel substrate. On the other hand, a rise in the coefficient of friction due to a rise in contact stress on the corners of the texturing grooves was confirmed. Therefore, when the tribological characteristics were evaluated by changing the radii of the groove corners and the parameters of the groove depth, the coefficient of friction was the lowest, decreasing about 50% for the test sample with a corner radius of 7.1 μm.

Drawing on positive psychology and self-determination theories, this study investigates the direct and indirect effects of empowering leadership on meaningful work of employees, particularly through the mediation of learning goal orientation. Longitudinal survey data of 388 employees in medical institutions were used to test the hypotheses. The results support the direct positive relationship between empowering leadership and meaningful work, but also emphasize the mediating effect of learning goal orientation within this relationship. This study is among the first to examine the effect of mediation by learning goal orientation upon the relationship between empowering leadership and meaningful work.

Purpose The purpose of this paper is to examine the mechanism by which learning goal orientation (LGO) promotes work engagement through job crafting (seeking challenges). Design/methodology/approach A moderated mediation model was tested using survey data from 266 public health nurses and hospital nurses in Japan. Findings The results indicated that job crafting partially mediated the relationship between LGO and work engagement, and that the mediation effect was stronger when reflection was high (vs middle and low). Research limitations/implications Although common method bias and validity of measurement were evaluated in this paper, the survey data were cross-sectional. Practical implications The results suggest that selecting people with a stronger sense of LGO may be a useful strategy for promoting job crafting and work engagement in an organization. Additionally, organizations should give employees opportunities to reflect on their jobs and to craft them into more challenging ones in the workplace. Originality/value Although little is known about mechanisms by which LGO promotes work engagement, this study found that job crafting and reflection play important roles in linking LGO and work engagement.

The goal of this chapter is to examine the antecedents of individual unlearning in terms of goal orientation and reflective activities.

The main goal of this chapter is to investigate the influence of managers’ exploration activities on the learning goal orientation, reflection, and unlearning of team members.

To survive in a competitive and turbulent environment, not only organizations but also individuals have to “unlearn” because organizational unlearning is often triggered by individuals (Akgun et al. in J Organ Change Manag 20(6):794–812, 2007; Becker in J Organ Change Manag 23(3):251–268, 2010; Fernandez et al. in New research on knowledge management applications and lessons learned. In Tech, Croatia, pp 155–170, 2012; Hedberg in Handbook of organizational design. Oxford University Press, New York, pp 3–27, 1981; Rebernik and Sirec in Kybernetes 36(3/4):406–419, 2007; Tsang in Manag Learn 39(1):5–20, 2008; Zhao et al. in J Knowl Manag 17(6):902–912, 2013).

In sliding parts used by construction machines which is operate in harsh environment, one of the problems is that abnormal wear and seizure occur due to sliding under dusty condition. That severe wear is caused by sand dust intervening on the sliding surface. In order to prevent severe wear and seizure, a combination of an iron-based material and a soft metallic material such as brass is used on the sliding surface. And more,, we applied DLC (diamond-like carbon) coating on the surface of soft metallic materials. Specifically, we deposited segment structured DLC film on copper alloy, and evaluated its tribological characteristics by reciprocating sliding test. As a result, segment structured DLC coatings on soft metallic material showed more than three fold high wear resistance and seizure resistance as compared with DLC coated SUS440C, when dust is mixed in lubricant.

Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they unlearned and learned their managerial skills in relation to ‘decision making’, ‘delegation and motivation’, and ‘collecting information’, and that the unlearning process was discontinuous. Specifically, decision making skills were switched from ‘short-term, analytic, and partial’ to ‘long-term, intuitive, and holistic’. Skills in delegation and motivation were transformed from ‘directive’ to ‘dedicated and entrusting’. Skills in collecting information were switched from ‘direct collection’ to ‘network-based collection’. This study contributes to the literature on managerial skills by showing empirically the discontinuous nature of management transitions with regard to an unlearning perspective.

The primary goal of this study was to examine the moderating effect of experiences on the relationship between social influence and innovation resistance. Multi-group structural equation modeling was performed to test the model, which used survey data on Japanese consumers’ use of internet banking services. The results revealed that social influence directly reduced the innovation resistance of non-experienced consumers while directly enhancing the innovation resistance of experienced consumers. Moreover, the mediating effect of barriers was found to be different for experienced and non-experienced consumers. This paper contributes to a better understanding of innovation resistance and diffusion processes by clarifying the effect of social influence on innovation resistance, based on social learning and influence theories.

Purpose Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity. Design/methodology/approach The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm. Findings The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection. Practical implications It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity. Originality/value The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.

The purpose of this study was to examine ways to promote learning, based on four empirical studies of salespeople and sales departments in Japan. First, analyses of survey data of 192 real ...

Purpose - The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning. Design/methodology/approach - Data obtained from 506 individuals in 98 engineering teams in the automobile and electronic industries were used to investigate specific hypotheses. Findings - The results indicated that managerial coaching directly influenced team learning and individual learning, team reflexivity acted as substantial mediator for the relationship between managerial coaching and team learning, as well as the relationship between managerial coaching and individual reflexivity and team reflexivity and individual reflexivity co-acted each other as mediators for the relationship between managerial coaching and individual learning. Research limitations/implications - As the subjects of this study were engineering teams in which tasks are interdependent, there is a possibility that the task trait may have affected the results. Practical implications - Managers should recognize the importance of collectively reflective activities in promoting both individual and team learning. Facilitating coaching skills are indispensable to enhance reflexivity within teams. Originality/value - This study extends prior research by demonstrating the mediating role of team and individual reflexivity as mediators in linking managerial coaching to team and individual learning, which has never been investigated in previous studies., https://www.emeraldinsight.com/doi/full/10.1108/PR-06-2016-0132

The main goal of this study was to investigate the effects of managers’ exploration activities on learning orientation, reflection, and unlearning of team members. A questionnaire survey wa...