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

Yuhee Jung, Norihiko Takeuchi*

*この研究の対応する著者

研究成果: Article査読

24 被引用数 (Scopus)

抄録

The purpose of this study was to examine the interrelationships among top management leadership, organizational culture and human resource (HR) practices, and their associative effects on organizational performance. Based on the theory of organizational learning, we developed and tested two different causal models: (1) a feed-forward learning flow model in which supportive leadership by top management would create a community culture and HR practices within organizations; and (2) a feedback learning flow model in which a community culture would support the practice of supportive leadership by top management and HR practices within a firm. Our structural equation modelling (SEM) results for a sample of 225 Japanese small and medium-sized enterprises (SMEs) in Japan supported the second model, in which the dominance of a community culture within the firm is an antecedent of top management's supportive leadership, which in turn necessitates a performance-based appraisal practice and eventually leads to better organizational performance in terms of objective indicators of turnover and absenteeism rates and workforce productivity. The findings are used to discuss the role of top management leadership in a particular organizational culture from the organizational learning perspective. Limitations and directions for future research are also discussed.

本文言語English
ページ(範囲)1931-1950
ページ数20
ジャーナルInternational Journal of Human Resource Management
21
11
DOI
出版ステータスPublished - 2010
外部発表はい

ASJC Scopus subject areas

  • 戦略と経営
  • 組織的行動および人的資源管理
  • 技術マネージメントおよび技術革新管理

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