Course Management Systems (CMSs) in higher education have emerged as one of the most widely adopted e‐learning platforms. This study examines the success of e‐learning CMSs based on user satisfaction and benefits. Using DeLone and McLean's information system success model as a theoretical framework, we analyze the success of e‐learning CMSs in five dimensions: system quality, information quality, instructional quality, user satisfaction, and CMS benefits. An analysis of survey data collected from students participating in a university‐wide CMS shows that system quality, information quality, and instructional quality positively influence user satisfaction, which, in turn, increases the benefits of CMSs. By providing a comprehensive framework for the critical success factors in e‐learning CMSs and their causal relationships, this study provides practical implications for managing e‐learning courses and resources for a more flexible and effective CMS‐centered, e‐learning environment.

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Purpose This study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance. Design/methodology/approach This study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task. Findings Results indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation. Research limitations/implications The current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability. Practical implications This paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits. Originality/value The current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

Purpose -The purpose of this study is to examine whether the use of money, social recognition, and feedback have a similar impact on employee performance in the context of a modern Korean broadband internet service firm. Design/methodology/approach -The study design was a quasi-field experiment (with control group). First, the leaders of this Korean firm were trained in behavioral performance management. Following the steps of organisational behaviour modification (O.B. Mod.) they identified, measured, and analyzed critical performance behaviors and then intervened with the following reward incentives: money (n ¼ 38), social recognition and caring attention (n ¼ 41), and objective feedback only (n ¼ 31). The main dependent variable was overall performance, and this was also broken down into quantity and quality dimensions. Findings -As hypothesized, money and social recognition had a significant impact on performance outcomes, but feedback did not result in as strong a result. When compared to the control group (n ¼ 23), all three reward incentives showed significantly more improvement of overall performance. These findings also indicated, as hypothesized, that the impact of this behavioral management approach on Korean employees did not appear as robust as previous meta-analytic research based on samples of US employees. Finally, although in the predicted direction, the hypothesis that social recognition would have a relatively stronger impact than money and feedback in this context was not statistically supported.Research limitations/implications -The major limitation concerns generalizability of the findings. However, the experimental design provides support for internal validity. Practical implications -The study results have practical implications for the value of behavioral performance management, but also that cultural contingencies should also be considered for successful application. Originality/value -This study contributes preliminary evidence for O.B. Mod to have applicability across cultures.

Over the last 15 years, some well-known Japanese firms (e.g., Mazda, Mitsubishi, and Nissan) made an unusual hiring decision-these firms hired a foreign CEO. This decision broke norms at the organizational and national levels. At the organizational level, norms were broken because foreign CEOs were hired for the first time in the firms' history. At the national level, norms were broken because Japan has historically seen a low hiring rate of foreign CEOs. In 2012, foreign CEOs constituted only 1% of new CEO appointments in Japan in contrast to 30% in Europe and 14% in the United States (Favaro, Karlsson, & Neilson, 2012).Our study examines this emerging and intriguing phenomenon of foreign chief executives in Japan. Prior research on foreign CEOs-within Japan and other nations-is limited. Although "foreign managers," "expatriate managers," and "global managers" have been empirically examined in management research (e.g., Luo, 2002;Shay & Tracey, 2009), a disproportionately small number of studies have focused on foreign CEOs. Nevertheless, two different perspectives from extant research-"outsider CEOs" (Karaevli, 2007;Zajac, 1990;Zajac & Westphal, 1996) and "liability of foreignness" (Mezias, 2002;Zaheer, 1995)-provide the initial theoretical background which we apply and extend to our study of foreign CEOs of Japanese companies.To understand the phenomenon of foreign chief executives in Japan, we examine antecedents and consequences of such hiring decisions. We also examine foreign CEO attributes and the strategic initiatives launched by the foreign CEOs to explain differences in consequences. We apply a multiple case study approach (e.g., Eisenhardt, 1989;Yin, 2003) to research the characteristics of the Japanese firm, the attributes of the foreign CEOs at the Japanese firms, major strategic initiatives undertaken by the foreign CEOs, the resulting organizational-structural and cultural-changes, and the overall effectiveness of foreign CEO tenure. Before, we proceed with the multiple case study we briefly describe the study context.In the initial postwar 1 period due to various institutional influences (Johnson, 1985), Japanese companies adopted a version of capitalism that defined the firm as "a community of people, rather than a property of shareholders" (Dore, 1992, p. 18). This version of capitalism emphasized an employee-centered corporate governance structure and was markedly different from the more prevalent Anglo-Saxon version of capitalism (Olcott, 2009). The Japanese version of capitalism was a coordinated market economy (Hall & Soskice, 2001) and was marked by dense business networks, strong role of banks, participative labor relations, egalitarian pay scales, and limited ability for unilateral decisions by senior management due to an emphasis on consensual decision making (Olcott, 2009). By the late 1990s, however, with the weaknesses of the Japanese financial sector exposed, "the suitability and sustainability of the Japanese version of capitalism" was being seriously questioned (Olcott, 2009, pp....