Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

Purpose The purpose of this study was to examine the relationships among supervisor support, awareness of employees’ developmental needs, motivation to learn, training readiness, motivation to transfer and job performance. Design/methodology/approach A total of 216 responses from educational organizations in the USA were analyzed using the structural equation modeling method. Findings The findings indicate that supervisor support for training directly affected motivation to learn; both developmental needs awareness and motivation to learn had direct and significant effects on training readiness, motivation to transfer and job performance; developmental needs awareness directly affected motivation to learn; training readiness directly affected motivation to transfer. Research limitations/implications This study investigated how supervisor support contributes to motivation, training and job performance. In addition, this study attempted to bridge the gap in the literature by investigating the relationships among supervisor support, developmental needs awareness, learning motivation, training readiness, transfer motivation and job performance. Practical implications By conducting an initial needs assessment of participants, human resource development (HRD) practitioners can reflect on what participants want and need when designing and implementing professional development programs. HRD practitioners can also collaborate with participants’ supervisors to prepare for interventions to improve the quality and practicality of existing professional development programs. Originality/value Although the extant literature suggests that organizational support, motivation and training transfer are distinct but highly interrelated constructs; little is known about the predictive properties of a supervisor’s role in the training literature. Supervisors play a crucial role in that they can influence their subordinates on whether to participate in training programs. The ability of supervisors to provide adequate support and engage in comfortable communication about training programs may lead to enhanced motivation to learn and to greater training transfer. These potentially desirable effects motivate the researchers to further explore the nature of this component and its relationship with other training outcome variables.

Purpose – The purpose of this study is to identify how knowledge sharing literature has discussed task, structure, technology and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing. Design/methodology/approach – The research questions guiding the study are: How do organizational change elements influence knowledge sharing? and What are the critical elements of organizational change in relation to knowledge sharing? Based on Leavitt’s (1965) organizational change model, 133 articles published between 2000 and 2012 from 13 journals were reviewed and analyzed. Findings – The total number of articles covering task, structure, technology and people in knowledge sharing was 49, 79, 49 and 97, respectively. Of all references, 97 articles (72 per cent) discussed the important aspects of people, and 79 articles (59 per cent) emphasized the influential role of organizational structure in knowledge sharing. The highest frequency of interactions (48 articles) was the interaction between structure and people (Interaction 5). Research limitations/implications – To capture broader phenomena on knowledge sharing in organizational change, multiple data sources and a variety of journals with a longer timeframe should be collected and a more comprehensive review should be conducted. All perspectives of organizational change were not applied to this study. Theoretically, this study attempted to illuminate how knowledge sharing has been explored through the lens of four elements in organizational change and the interactions between the elements. This study attempted to expand the use of Leavitt’s (1965) model by applying interactive relationships among the elements to knowledge sharing. Practical implications – The findings can advance strategic and managerial practice by informing the planning and development of knowledge sharing associated with change in organizations. A key question is how to identify the major component of change which will trigger the other changes in the current architecture of knowledge sharing in their organizations. This study suggests that elements of structure and people, when organization face either planned or unplanned change, are critical for successful knowledge sharing by making the interactive connections with other components of change. Originality/value – The contributions of this study are that it provides an integrative review in selected journals of knowledge sharing in terms of organizational change. By examining how knowledge sharing studies have addressed the four change factors and multi component changes, this study explains one change in knowledge sharing leads to multi-component changes. Additional contribution is that it makes connections between knowledge sharing and organizational change.

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Objectives To evaluate Shinbaro Pharmacopuncture safety through analysis of potential single-dose intramuscular toxicity of Sinbaro Pharmacopucture in SD rats and Beagle dogs. Methods Single-dose intramuscular toxicity of Shinbaro Pharmacopuncture was assessed in accordance with Korea Food and Drug Administration Guidelines for toxicity testing of Medicinal Products. The SD rats were treated intramuscularly with Shinbaro Pharmacopuncture at doses of 0, 4.6, 9.2, and 18.5 mg/kg, respectively. The Beagle dogs were treated intramuscularly with Shinbaro Pharmacopuncture at doses of 2.3, and 4.6 mg/kg, respectively, and after 3 days, the procedure was repeated a second time at doses of 0.6, and 1.2 mg/kg, respectively, for toxicity testing. Mortality, change in body weight, and necropsy findings were examined for the study period. Results There were no mortalities, general symptoms, or body weight changes in the SD rats. While pyelectasis of the left kidney was observed in a male rat in the 4.6 mg/kg administration group, natural occurrence is common, and does not appear to be related with the test substance. No mortalities were observed in the Beagle dogs. In assessment of general symptoms, a female dog in the 9.2 mg/kg group displayed body weight decrease due to leftover food, but the change in body weight was within the normal range seen at 6~7 months, and the necropsy findings were not significant. The toxicity of the test substance appears to be minimal. Conclusions The results suggest that the lethal dose 50 (LD50) and approximate lethaldose (ALD) value in single intramuscular administration of Shinbaro Pharmacopuncture in SD rats and Beagle dogs are higher than 18.5 mg/kg. (J Korean Med Rehab 2015;25(3):1-9)