Performance implications for the relationships among top management leadership, organizational culture, and appraisal practice: testing two theory-based models of organizational learning theory in Japan

A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance

“…The results of the present study may prompt field investigations on the simultaneous effects of socialized charismatic leadership training and organizational culture-improvement programs (see, also, Antonakis, Fenley, & Liechti, 2011;Jung & Takeuchi, 2010). If leadership studies would branch out more into such dynamic learning or actual social-change directions (see, also, Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010, p. 951;Jung & Takeuchi, 2010;Levay, 2010), the needed insight into the joint effects of leadership and organizational culture is likely to spark (see, also, Kelloway & Barling, 2010;Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009).…”

“…If leadership studies would branch out more into such dynamic learning or actual social-change directions (see, also, Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010, p. 951;Jung & Takeuchi, 2010;Levay, 2010), the needed insight into the joint effects of leadership and organizational culture is likely to spark (see, also, Kelloway & Barling, 2010;Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009). For this to happen we advocate longitudinal studies on "the interaction of social structure and agency in creating conditions for stability and change" (Dover & Lawrence, 2010, p. 306).…”

Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry

“…Given that HRM practices implemented in Japanese firms are generally different from those implemented in Western firms, particularly US firms (Takeuchi 2009), there is a possibility that the mechanisms in which employees' perceptions of their firms' HRM practices affect their turnover behavior and job performance would differ between US and Japanese firms. For instance, Japanese firms in general tend to adopt HRM policies and practices designed to develop employees who have multiple skills and experiences within a firm based on the policy of long-term employment and seniority-based compensation (Takeuchi, Wakabayashi and Chen 2003;Jung and Takeuchi 2010). The range of the tasks involved in a job is normally either widely defined or not defined at all in Japanese firms.…”

Mobilizing Company Members' Full Innovative Potential

“…The organizational learning theory suggests positive and organic linkages among culture, leadership, human resource practices, and the outcome of an organization (Jung & Takeuchi, 2010). The fundamental premise of organizational learning is to facilitate mutual communication and knowledge sharing among individual members within an organization; a supportive leadership by top managers, a community culture, and performance‐based appraisal practices are considered crucial for that (Jung & Takeuchi, 2010). …”