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Volume 5, Number 2 of the Dynamic Relationships Management Journal (DRMJ) finds us once again turning the page and beginning a new editorial chapter in our journal's story. After several years of devoted service to the journal, its editor- inchief Jože Kropivšek stepped down from this function and handed the job over to Matej Černe – now the third editor of DRMJ. We also have a new co-editor Tomislav Hernaus, while the DRMJ’s editorial board has been additionally strengthened by prominent management scholars, such as Catherine Connelly, Sut I Wong and Anita Trnavčević. We are happy that Jože will still act as coeditor and help the journal as we move it further along. As we, the new editors, write this, we feel both a sense of excitement and immense responsibility to the journal, the Slovene Academy of Management (SAM), and the management and organization community in order to ensure that DRMJ not only continues, but further expands and affirms its role as a valued publication home for relevant and rigorous research in our field. The editorial presents changes to the journal's mission statement, and outlines the guidelines driving DRMJ forward.

Although job design is tightly woven into the structure and function of organizations, we still lack insights about linkages between design practices across different levels of analysis. Specifically, performance effects of (mis)match between organization design and job design characteristics are not well documented. Therefore, drawing upon the job-modification framework, a mediation effect of job demands- resources fit on strategy-structure fit is examined to explain employee contextual performance. Data were collected on a sample of 50 organizations and 991 nested individuals. Conditional process analysis revealed a consistent pattern of results for composite measures of task and knowledge job characteristics, thus confirming that job design represents an intervening mechanism through which exploration strategy and horizontal integration as organizational-level practices are translated into individual-level performance behaviour.

Although job design is tightly woven into the structure and function of organizations (Torraco, 2005), we still lack insights about linkages between design practices across different levels of analysis. Specifically, performance effects of (mis)match between organization design and job design characteristics are not well documented. Therefore, drawing upon the job-modification framework (Oldham & Hackman, 1981), a mediation effect of job demands-resources fit on strategy- structure fit is examined to explain employee task performance. Data were collected on a sample of 50 organizations and 991 nested individuals. Conditional process analysis using PROCESS macro for SPSS revealed a consistent pattern of results for composite measures of task and knowledge job characteristics, thus confirming that job design represents an intervening mechanism through which exploration strategy and horizontal integration as organizational-level practices are translated into individual-level performance behavior.

Organizational theory scholars (macro perspective) developed a consensus about strategy and structure as representing two of the most important determinants of organizational performance. Specifically, literature on organization design provides a strong evidence that fit between structure and strategy leads to higher performance (Amburgey & Dacin, 1994 ; Chandler, 1990). On the other hand, organizational psychologists (micro perspective) focused heavily on the link between job design and work outcomes. Job characteristics theory (Hackman & Oldham, 1976) and job demands-resources theory (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) have recognized core job characteristics and how they, if enriched and balanced, drive employee motivation and organizational behavior. Despite rich single-level research, multilevel integrating studies are scarce. We do not know much about how fit and misfit situations at the organizational level (i.e. strategy-structure fit) relate to the job demands-resources fit at the individual level, and what are the performance consequences of this relationship. Therefore, drawing upon the job- modification framework (Oldham & Hackman, 1981) and person-job fit perspective (Edwards, 1991), a mediation effect of job demands-resources fit on different strategy-structure modes is examined to explain employee work performance. Multisource data were collected on a sample of 50 organizations and 991 nested individuals. Conditional process analysis revealed a consistent pattern of results for composite measures of work performance (task and contextual performance), thus confirming that job design represents an intervening mechanism through which exploration strategy and horizontal integration as organizational-level practices are translated into individual-level performance behaviour.

Expatriate managers are recognised as fundamentally important stakeholders in the process of transferring knowledge between headquarters and subsidiaries in multinational corporations (MNCs). This paper’s goal is to determine how expatriates’ personal capital (i.e. positive psychological capital and social capital) facilitates conventional and reverse knowledge transfer where there are language, cultural and geographical differences between headquarters and subsidiaries. A qualitative multiple case study approach was used to analyse the data, obtained by in-depth interviews with expatriates and managers from three MNCs. The findings suggest that psychological capital supports knowledge transfers in MNCs in two ways: first, directly and, second, through the creation of expatriates’ social capital. This study shows that positive psychological capital dimensions of expatriates (efficacy, resilience and optimism) represent individual level antecedents of knowledge transfer between HQ and subsidiaries, thereby contributing to the literature on expatriates’ boundary spanning role in MNCs. The results also indicate that psychological capital dimensions support creation of structural and relational dimensions of social capital, further enhancing knowledge transfer in MNCs, thereby advancing the literature on the role of expatriates’ social capital in knowledge flows. By observing the relationships in different subsidiary types, this study also provides valuable implications for international knowledge management. DOI: 10.15458/85451.65

Employees encounter several barriers to knowledge sharing in organizational settings. Barriers can be classified as individual or organizational. Multinational corporations usually encounter additional barriers related to time differences and geographic distance as well as language and cultural differences. The authors of this paper first define knowledge sharing, addressing barriers to knowledge sharing and focusing specifically on barriers when knowledge is shared between headquarters and subsidiaries abroad. Second, approaches to overcoming those barriers are explained in detail. Finally, in the empirical part, based on semi-structured interviews with managers of three Slovenian companies with subsidiaries abroad, barriers and approaches to overcoming barriers to knowledge sharing are presented. Znanje se v podjetjih prenaša na različne načine, pri čemer lahko zaposleni naletijo na številne ovire. Te lahko v splošnem razvrstimo med individualne in organizacijske, multinacionalna podjetja pa se pri prenosu znanja med matičnim podjetjem in podružnicami v tujini običajno srečujejo še z dodatnimi ovirami. Te izhajajo iz časovnih razlik in geografskih razdalj, jezikovnih ter kulturnih razlik. Avtorici v prispevku najprej opredelita prenos znanja, povzameta najpogosteje prepoznane ovire pri prenosu znanja in ovire, ki so prisotne pri prenosu znanja v multinacionalnih podjetjih. Nato se osredotočita na različne strategije, ki so jih multinacionalna podjetja razvila za odpravljanje ovir. V empiričnem delu na podlagi polstrukturiranih intervjujev z menedžerji treh podjetij s podružnicami v tujini predstavita ovire in strategije za njihovo odpravljanje za zagotavljanje uspešnega prenosa znanja.

Team flow in a work-related context is recently gaining attention (Duncan & West, 2018; van den Hout et al., 2018; de Moura & Porto Bellini, 2019). When in flow, team members interact intensively, are absorbed in their collective activities, and have positive emotions. Studies suggest that team flow has positive effects on team performance (e.g. Aube et al., 2014), yet, scarce studies have empirically investigated the prerequisites of team flow. We draw on (work-related) flow theory (Bakker, 2008; Csikszentmihalyi, 1990), and recent conceptualisations of group flow in work teams (Duncan & West, 2018; van den Hout et al., 2018; de Moura & Porto Bellini, 2019) to theorize about the relationship between team characteristics and team flow. The aim of this multi-level study is to examine the extent to which team characteristics such as having a shared goal, mutual commitment and collective ambition are related to the flow of the team. In addition, we assess the degree in which the linkage of team characteristics with team flow is mediated by levels of mutual feedback, while therelationship between team characteristics and mutual feedback is moderated bycontextual team factors, including safety climate.Data was collected from a sample containing 292 employees in 48 teams from 22 organisations. Surveys were self-administered. Multilevel structural equationmodelling was applied to test relationships. The analyses generate various interesting findings. Most notable are the following. First, we find that a strong degree of collective goals is associated with a high level of feedback, which in turn is also associated with more team flow. When controlling for feedback, we find an additional direct negative relationship between team collective goals and team flow. This finding suggests that a strong orientation on shared goals may only be beneficial for team flow when the shared goals stimulate mutual feedback and discussion, otherwise shared goals may have a hampering effect and even limit team flow. Second, we find that a high level of team collective ambition is associated 6th International Conference on Management and Organization 16 with less feedback. This result seems to suggest that having a high level of ambition as a team leads to putting less effort in giving one another feedback. Nevertheless, we do find an additional direct positive path from team ambition to team flow. The relationship between team goal commitment and team flow was fully mediated by feedback. No evidence was found for moderation at the team level. Our study contributes to our understanding of the mediating and moderating processes through which team characteristics are linked with team flow. When team flow occurs, team members experience a complete involvement in their common activity, which is likely to improve team performance (van den Hout et al., 2018). Our study shows that managers who seek to promote team flow, may want to focus on facilitating and encouraging sharing feedback among team members, as this is essential for attaining a flow experience.

Building on the lifespan development perspective and goal-setting theory, this paper examines the moderating role of chronological age as a relevant demographic characteristic in the relationship between perceived job-design characteristics and micro-innovation performance. We collected survey data on the sample of 336 employee-supervisor dyads from 82 departments across three organizations to illustrate how job demands (job complexity and innovation requirements) have a differing age-related relationship with impact on employee innovativeness. Hierarchical regression analyses showed that job innovation requirements significantly predict employee innovativeness. In addition, by formally embedding creativity and innovation into their job descriptions, even more beneficial performance outcomes may be attained from older employees. This might buffer the evidence that older employees are somewhat less creative and innovative if required to handle high-complex tasks. Confronted with the same job challenges, younger employees will further increase their innovative behavior.