A citation network analysis among four journals in human resource development (HRD) A geographical position of a text in the citation network is highly associated with the topics (theory building or training transfer) and with the nature of the study (foundational or applied).Implications of the current study and suggestions for future study based on the limitations of the study are addressed. Nothing comes from nothing. ParmenidesDefining human resource development (HRD) and identifying the disciplinary and theoretical foundation of HRD have apparently been essential requirements for the HRD field (McGuire & Cseh, 2006). However, these

Purpose -The purpose of this study is to examine the joint effects of employees' core self-evaluations and perceived transformational leadership of their supervisors on employees' affective commitment to the organization. Design/methodology/approach -Subjects were drawn from a Fortune Global 500 company in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in organizational commitment. Findings -Core self-evaluations and transformational leadership positively influenced employees' organizational commitment. In terms of effect size, organizational commitment was more related to transformational leadership than core self-evaluations. As for transformational leadership, employees exhibited the highest organizational commitment when their leaders articulated the vision, promoted group goals, and provided intellectual stimulation.Research limitations/implications -The sample of this study is likely restricted to a certain group with similar demographic characteristics (e.g. male junior managers with relatively high education levels). This study, like most organizational commitment studies, relied on self-reported and cross-sectional survey method. Practical implications -Since core self-evaluations tend to be stable over time, HR professionals need to recruit and select those with higher core self-evaluations. HR/OD professionals can help managers change their leadership in a transformative fashion (vision articulation, group goal promotion, and intellectual stimulation) by providing relevant training programs and developmental relationships such as coaching and mentoring. Originality/value -This study took an integrative approach that encompasses personal and contextual factors in a study. It found not only a significant relationship between core self-evaluations and organizational commitment, but also the interaction effects of core self-evaluations and one of the dimensions of transformational leadership.

Purpose In line with emerging conceptualizations of humility in organizations, the purpose of this paper is to examine how leader humility and distance-based factors (i.e. power distance orientation (PDO) and hierarchical distance) interact to predict follower psychological empowerment. Design/methodology/approach The authors tested the hypotheses using a sample of 294 employees in South Korea. Moderated regression and bootstrapping analyses were conducted to test for direct and moderated relationships. Findings Results indicated that leader humility positively predicted follower psychological empowerment, and followers’ PDO positively moderated this relationship. Results of a three-way interaction indicated that the impact of leader humility on follower psychological empowerment was strongest when both followers’ levels of PDO and hierarchical distance were high. Practical implications Humility can provide a new lens through which to understand the leadership process. Beyond anecdotal accounts, this study provided strong evidence for the value of humility on the list of qualities essential for successful leadership. Originality/value This is the first study to provide empirical evidence for the moderating effect of PDO and hierarchical distance on the relationship between leader humility and follower empowerment. The findings highlight the benefits of understanding the roles of followers’ cultural value orientation and hierarchical position in the effectiveness of leader humility.

Purpose The purpose of this paper is to investigate the moderated mediation model in which the effect of perceived organizational support (POS) on knowledge sharing intention is mediated by levels of individual affective commitment to the organization, while the relationship between POS and affective commitment is moderated by organizational tenure. Design/methodology/approach Hypotheses on mediation, moderation and moderated mediation were tested with data collected from Korean for-profit organizations. Conditional process analyses with bootstrapping supported all three hypotheses. Findings The findings demonstrate that the relationship between POS and knowledge sharing intention is mediated by affective organizational commitment. In addition, the mediation effect is strengthened when an individual’s organizational tenure is low. Theoretical and practical implications and directions for future research are followed. Originality/value This study contributes to the literature on knowledge sharing by providing a basis for understanding the mediating mechanism through which POS influences knowledge sharing intention, and, ultimately, organizational functioning via individual affective attitude. This is the first attempt examining the role of organizational tenure as a key contingency factor in knowledge sharing. By investigating the underlying logic of individual intention to share knowledge, this study expands the current spectrum for knowledge management.

The primary purpose of the current study is to identify how human resource development (HRD) research has contributed to the knowledge base across social science disciplines during the past two decades. We identified the top 20 Academy of Human Resource Development (AHRD) journal articles that have been most frequently cited in research articles published in journals other than the four AHRD journals. With the use of content analysis of the most-cited articles, three key research themes were identified: (a) training transfer and evaluation, (b) learning in organizations, and (c) knowledge sharing and knowledge creation. The research contributions of HRD within the field of HRD and across disciplines are discussed.Research-pursuit of new knowledge and its dissemination-is the soul of academia.-Richard A. Swanson This article attempts to identify the inherent contributions of human resource development (HRD) as an academic discipline to the broader community of academia. In practice, it has been agreed that human resources in an organization are the primary source of core competitive advantage (Garavan, 2007). Increasingly, there is a need for the continuous improvement and development of human resources to help organizations adapt to changing environments, so companies have emphasized the importance of HRD. However, HRD still holds a peripheral position in the academic realm. For instance, despite the continuous efforts of the Academy of Human Resource Development (AHRD), the leading scholarly body of the discipline, no AHRD-sponsored journal has been listed in the Social Science Citation Index (SSCI) (Russ-Eft, 2008 Jeung, Yoon, Park, Jo degree titles and affiliations of undergraduate and graduate programs addressing HRD tend to be inconsistent across colleges and universities. These issues imply that there is a lack of recognition from the larger academic community, as well as an incomplete establishment of the distinct identity of HRD.HRD is known as a multidisciplinary field (e.g., McLean, 1998;Swanson, 1999;Weinberger, 1998), which owes its foundation to external academic fields (Jacobs, 1990;McGuire & Cseh, 2006). However, although HRD has built a unique body of work that has made significant contributions to various social science fields over several decades, it has not received adequate recognition. Given that little attention has been paid to the HRD community' s scholarly contributions across disciplines, there is a need to understand the identity of HRD by identifying the "multidisciplinary" contributions of HRD research across various disciplines. Unfortunately, few attempts to explore the scholastic contributions of HRD have effectively transcended the boundaries of the AHRD community.Our approach to explore the contributions of HRD is to count citation frequency. A citation link between any two documents shows an association of a research topic and a connection between the scholastic ideas. In research communities, citation frequency is used as a method to assess professional recognition and relat...