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This study examines the influence of perceived organisational support (POS) on expatriates’ cross-cultural adjustment, assignment completion and job satisfaction in the sub-Saharan African context. While multinationals depend on expatriates to manage their foreign subsidiaries, successful expatriation is influenced by expatriates’ cross-cultural adjustment to their host country’s environment. Survey responses from 229 expatriates were analysed using partial least squares path modelling. The results reveal that support from their organisations relates positively to expatriate adjustment, assignment completion and job satisfaction. The empirical results also demonstrate that expatriate adjustment partially mediates the relationship between POS and assignment completion and job satisfaction. Furthermore, findings suggest that assignment completion positively influences job satisfaction and partially mediates the association between POS and job satisfaction. The findings of this research have important theoretical and practical implications for multinational companies operating in sub-Saharan Africa.

Notwithstanding the prevalent use of donor registration prediction models grounded by the theory of planned behavior (TPB), registration behavior continues to remain low. A collective donor behavior (CDB) model underpinned by social exchange theory is introduced and its predictive ability is tested against a baseline TPB model using an online survey of adults ( n = 1,055). Individuals who indicated they were not registered donors were contacted 3 months later to track their registration status. The CDB model was found to explain 45% of variance in registration intentions which was comparable in performance to TPB. Normative commitment was found to be strongly associated with registration intentions, and both institutional trust and trust in others fostered this commitment. The CDB model provides different insights on how to increase donor registration intentions. Namely, interventions need to facilitate individual positive experiences with institutions such as hospitals and strengthen social inclusion perceptions.

This article proposes a new approach to modeling the antecedents of incongruence between 2 dependent variables. In this approach, incongruence is decomposed into 2 orthogonal components representing directional and nondirectional difference (DNDD). Nondirectional difference is further divided into components representing shared and unique variability. We review previous approaches to modeling antecedents of difference, including the use of arithmetic, absolute, and squared differences, as well as the approaches of Edwards (1995) and Cheung (2009). Based on 2 studies, we demonstrate the advantages of DNDD approach compared with other methods. In the first study, we use a Monte Carlo simulation to demonstrate the circumstances under which each type of difference arises, and we compare the insights revealed by each approach. In the second study, we provide an illustrative example of DNDD approach using a field dataset. In the discussion, we review the strengths and limitations of our approach and propose several practical applications. Our article proposes 2 extensions to the basic DNDD approach, including modeling difference with a known target or "true" value, and using multilevel analysis to model nondirectional difference with exchangeable ratings. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Purpose The nature of knowledge and the way it is assimilated do play a vital role in influencing knowledge sharing tendencies. These specific factors coupled with the ineffectiveness of the intrinsic knowledge management system point towards an inherent knowledge hiding tendency that exists within every organization. Knowledge hiding is established as an intentional attempt to hide knowledge when it is requested. In the recent past, scholars have investigated the factors causing hiding of the task-related knowledge. However, there is still no clear understanding of the strategic factors that lead to knowledge hiding in organizations and which of these factors are the most critical ones. The purpose of this paper is to identify the most critical strategic factors that cause knowledge hiding in different contexts. Design/methodology/approach This research study tries to identify these factors from the literature, corroborate it with industry experts and model the same with the aid of total interpretive structural modelling. This is followed by Matrice d'Impacts Croises Multiplication Appliquée a un Classement and sensitivity analysis, which determines the unique driving factors and their powers, which vary based on industry sectors and years of work experience. Findings This study found out that knowledge hiding behaviour is more pronounced in the initial years of an individual within the organization and similarly in the final years of an individual within the organization. In a period in between both these, there are no critical driving factors that infuse knowledge hiding. Originality/value This is one of the first comprehensive research studies that unravel the dynamic nature of the strategic factors engendering knowledge hiding across two different dimensions, namely, industry sectors and work-experience of individuals. This study categorically aims to aid the management in bringing out necessary interventions to curb the menace of knowledge hiding.

COVID-19 has prompted an urgent need for organisations to adapt to continuously changing circumstances. Given the unpredictable challenges, a traditional, tightly planned approach to managing episodic change is likely to be suboptimal. Based on the need to manage continuous change and ensure workplaces are prepared for further unexpected events, it is argued that developing employees' adaptive performance is a better approach. Drawing on the literature identified in Park and Park's recent review of adaptive performance and its antecedents, the authors conduct a parallel review of the managerial implications of these findings. Findings are organised into sections related to employee selection, training, work design, leader behaviour, and organisational climate. Each practical recommendation is reviewed in terms of its feasibility of implementation and likely effectiveness.

Studies on abusive supervision have adopted justice and resource perspectives to explain its effects on employee organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). However, these studies have not provided a comprehensive account of why abusive supervision affects OCB and CWB and which of these two mediating mechanisms matters more. To address these questions, we conducted two studies using meta-analytic structural equation modeling. In the main study, we analyzed 427 primary studies that incorporated 973 independent correlations ( N = 336,236). The results showed that both organizational justice (the justice lens) and work stress (the resource lens) mediated the influence of abusive supervision on OCB and CWB. Furthermore, organizational justice accounted for a greater proportion of abusive supervision’s effect on OCB than did work stress, whereas work stress accounted for a greater proportion of abusive supervision’s effect on CWB than did organizational justice. Finally, between-study moderation analyses showed that the effect of abusive supervision on CWB was stronger in masculine cultures than in feminine cultures. The supplementary study incorporated effect sizes from six existing meta-analyses ( N = 151,381) and largely replicated the main study’s findings.

Knowledge transfer is essential for organizations to utilize new knowledge and innovate, yet many employees are unwilling to share knowledge or deliberately withhold it. In this study, we investiga...

During times of crises, employees turn to their managers for information and guidance. Human resource (HR) research highlights the pivotal role of HR strength, which refers to distinctive, consiste...

Informal learning is an important source of employee adaptability and expertise, yet it is unclear how it may be encouraged through human resource management (HRM) practices. In this study, we investigate how opportunities for formal learning may be used to stimulate short- and long-term participation in informal learning. In addition, we examine whether HRM system strength intensifies the relationship between opportunities for formal learning and informal learning. Using a sample of 430 respondents in 52 teams within six Dutch vocational and educational training schools, we adopt a longitudinal design to examine two types of autonomous informal learning activities (reflection and keeping up to date), and three collaborative activities (asking for feedback, knowledge sharing and innovative behavior) over two years. Opportunity for formal learning was positively related to short- and long-term participation in informal learning activities, with the exception of long-term innovation. Moreover, HRM system strength intensified these relationships. Managerial implications of these findings for encouraging informal learning activities at work are discussed. © 2016 Wiley Periodicals, Inc.

Although scholars are starting to reflect on the way in which human resource management (HRM) might enable or impede innovation it is still not clear exactly what practices or combinations of practices stand out, why this might be so, and what this means for managers in practice. Employees contribute to organizational innovation via their innovative behaviors, both devising creative ideas and working collaboratively to implement those that make sense in a given context. Creativity stands at the start of an innovation, and plays its part in transforming the idea into reality. Given the challenges involved, the innovative behaviors that lie behind innovation may remain dormant and excellent opportunities be missed. In this chapter, we suggest that high-commitment HRM prompts innovation by supporting, guiding and facilitating the exchange and effective combination of knowledge. We refer to HRM implementation, arguing that what matters is not the existence of practices per se, but how they are interpreted and enacted by line managers, and perceived by employees.

Many authors have argued that modern work organisations are highly characterised by rapid changes leading to an increased need for continuous work-related learning. However, awareness that these ch...

Studies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non-linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi-actor team-level study conducted in the USA, and (2) a longitudinal employee-level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership.

Many studies have highlighted the role that positive emotions play in promoting eudaimonic well-being, yet often fail to differentiate between discrete positive emotions (e.g. gratitude, compassion, pride, and contentment). As such, potential functional differences among positive emotions in contributing to eudaimonic well-being may have been overlooked. The present study (N = 273) differentiated communion from agency motivation as well as other-focused from self-focused eudaimonic well-being. In line with a hypothesized model, pride contributed positively to self-focused eudaimonic well-being indirectly via agency motivation, and contentment was directly linked positively to self-focused eudaimonic well-being. Compassion contributed positively to other-focused eudaimonic well-being indirectly via communion motivation and gratitude was directly linked positively to other-focused eudaimonic well-being. While several other links were observed, hypothesized links were generally stronger. These findings highl...

Contemporary work is highly interdependent, requiring discretionary work effort (DWE) in response to colleagues and customers. According to social exchange theory, organizational support encourages DWE as a form of employee reciprocation. Our model integrating social exchange and expectancy theory anticipates future career returns from organizational support in the form of training and promotion opportunity. Positive career expectations strengthen feelings of employee obligation that are realized in higher levels of DWE. In addition, career expectations are heightened when these opportunities are provided under procedurally just conditions. Furthermore, the relationship between career expectation and felt obligation is strengthened when interactional justice is high. Using structural equation modeling, these hypotheses are successfully tested on a survey of 201 bank employees and their supervisors. Implications for research and practice are discussed.

Recent studies of organizational behavior have witnessed a growing interest in unethical leadership, leading to the development of abusive supervision research. Given the increasing interest in the causes of abusive supervision, this study proposes an organizing framework for its antecedents and tests it using meta analysis. Based on an analysis of effect sizes drawn from 74 studies, comprising 30,063 participants, the relationship between abusive supervision and different antecedent categories are examined. The results generally support expected relationships across the four categories of abusive antecedents, including: supervisor related antecedents, organization related antecedents, subordinate related antecedents, and demographic characteristics of both supervisors and subordinates. In addition, possible moderators that can also influence the relationships between abusive supervision and its antecedents are also examined. The significance and implications of different level factors in explaining abusive supervision are discussed.

This study explored time perspective (TP) as a predictor of retirement antecedents (retirement planning) and consequences (adjustment, well-being, and life satisfaction). Utilizing a 3-wave longitudinal study with 367 retirees, the stability of TP was explored to determine whether it is best represented as a state or trait. Between 79% and 93% of the variance in TP can be explained by trait rather than state. Present hedonistic, past negative, and future oriented predicted retirement planning. Outcomes of retirement were positively predicted by retirement planning, and past positive TP, and negatively predicted by past negative, present fatalistic, and present hedonistic TP. Implications for the design of retirement interventions were explored acknowledging the stability of TP and the influence of different TPs on planning and adjustment.

Employees' participation in informal learning activities benefits their workplace performance, and ultimately their long-term career development. While research has identified several individual- and organizational-level factors that promote participation, to date, the role of human resource management (HRM) in facilitating informal learning activities is not well understood. We investigate the effects of perceptions of performance appraisal quality and HRM system strength on three informal learning activities: reflection on daily activities, knowledge sharing with colleagues, and innovative behavior. Using a sample of 238 employees from 54 work teams, we examine over a year changes in levels of participation in the informal learning activities. Performance appraisal quality was found to be positively associated with increased participation in each activity over time, and HRM system strength positively moderated these relationships. Implications of the findings for educational institutions and other organizations are discussed.

This volume offers a broad-based treatment of autonomous learning to advance our understanding of learner-driven approaches and how organizations can support them.

Research on the effects of cultural diversity on individual team member performance has typically assumed a linear relationship, but has yielded mixed findings. In the study, we address these inconsistencies by hypothesizing an optimal (mid-range) level of diversity that maximizes performance. Given the potential for negative emotions to arise within a diverse team, we also hypothesize that team members who employ emotional self-regulation strategies will demonstrate stronger performance. We adopt an individual-level perspective, assessing diversity as the cultural dissimilarity between each individual and their teammates. Using a sample of 103 postgraduate students (23 teams with 3–6 participants in each), we found evidence of a curvilinear relationship between cultural dissimilarity and individual team member performance. Contrary to our expectations, we found that individual performance is greatest at very low and very high levels of dissimilarity. In terms of emotional regulation strategies, we found that cognitive reappraisal was associated with higher performance, but there was no evidence for the effects of expressive suppression. Together, the present findings challenge the assumption that the diversity-performance relationship is linear. Our findings also indicate individual performance in culturally diverse teams is influenced by individuals’ use of cognitive reappraisal to regulate negative emotions.

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables – discretionary work effort (DWE) and co-worker assistance (CWA). Results based on 618 full-time employees in two organizations show that HR practices are positively related to procedural and distributive justice and that organizational identification mediates the relationship between procedural and distributive justice and DWE and CWA, respectively. Distributive justice is also shown to have direct effects on the two outcome variables suggesting the relevance of a social exchange perspective as a complement to social identity explanations. Implications for research and practice are briefly discussed.

BACKGROUND: As demand for plasma-derived products increases internationally, maintaining a committed plasmapheresis panel membership is critical for blood collection agencies. This study addresses the current lack of knowledge regarding deterrents to the recruitment and retention of plasmapheresis donors in a voluntary nonremunerated environment. STUDY DESIGN AND METHODS: Nine focus groups (n = 84) and six individual interviews were conducted using semistructured schedules. Three focus groups were conducted with each category of eligible whole blood (WB) donors: those who had 1) declined to convert to plasmapheresis (DTC), 2) converted but lapsed to WB (LWB), and 3) converted and lapsed from the panel completely (LFP). Transcript analysis revealed distinct deterrent categories. RESULTS: The time required for plasmapheresis was a universally identified deterrent, with concerns of donation frequency expectations shared between DTC and LWB. LWB and LFP both reported excessive questioning and paperwork, and eligibility requirements as deterrents. Unique deterrents for DTC were a lack of accurate knowledge about safety and process. LWB reported concerns about plasmapheresis donation outcomes; however, they were more committed to continuing donation than LFP, who reported donation not being salient, being too busy, and poorer donation experiences. CONCLUSION: Providing information to address safety and health concerns should be the focus for successful conversion to plasmapheresis. Setting donation frequency expectations at levels to which donors are accustomed may improve evaluations of the cost/benefit ratio of conversion and retention. Involvement levels (i.e., importance, personal meaning of donation) may be the key differentiator between those donors who return to WB and those that lapse altogether.

In this paper we use a relational approach to investigate how employee perceptions of their relationships with three types of managers—senior, line, and human resource managers—are related to employees’ job satisfaction and intention to quit. Based on an employee survey (n = 1,533), and manager network data (n = 140) in ten organizations operating in Australia, we found that the extent of agreement between employees’ perceptions of their relations with senior and line management was positively related to these outcome variables. In addition, we found these relationships were strengthened in organizations where HR and line managers reported high-frequency communication between the two groups. Implications of our findings are briefly canvassed

BACKGROUND: Donor retention is vital to blood collection agencies. Past research has highlighted the importance of early career behavior for long-term donor retention, yet research investigating the determinants of early donor behavior is scarce. Using an extended Theory of Planned Behavior (TPB), this study sought to identify the predictors of first-time blood donors' early career retention. STUDY DESIGN AND METHODS: First-time donors (n = 256) completed three surveys on blood donation. The standard TPB predictors and self-identity as a donor were assessed 3 weeks (Time 1) and at 4 months (Time 2) after an initial donation. Path analyses examined the utility of the extended TPB to predict redonation at 4 and 8 months after initial donation. RESULTS: The extended TPB provided a good fit to the data. Post-Time 1 and 2 behavior was consistently predicted by intention to redonate. Further, intention was predicted by attitudes, perceived control, and self-identity (Times 1 and 2). Donors' intentions to redonate at Time 1 were the strongest predictor of intention to donate at Time 2, while donors' behavior at Time 1 strengthened self-identity as a blood donor at Time 2. CONCLUSION: An extended TPB framework proved efficacious in revealing the determinants of first-time donor retention in an initial 8-month period. The results suggest that collection agencies should intervene to bolster donors' attitudes, perceived control, and identity as a donor during this crucial post-first donation period.

BACKGROUND: Increasing demand for plasma-derived products presents a major recruitment and retention challenge for blood collection agencies; however, little is known about what motivates individuals to become committed plasmapheresis donors. This study explored triggers for individuals' first plasma donation and factors associated with continuing donations. STUDY DESIGN AND METHODS: A total of 103 plasma donors were recruited into 11 focus groups. Reasons for donating were discussed using a semistructured questioning approach. Transcripts were analyzed using a grounded theory approach. Categories of perceptions, beliefs, and attitudes were developed from the data, cross-validated, and when relevant, assigned to higher-order themes. RESULTS: Awareness of plasmapheresis was most often gained when donors were unable to donate whole blood. Accordingly, the main trigger for conversion to plasma donation was a personal request by collection staff. A key benefit of plasma donation was its increased frequency, which facilitated the establishment of a routine and relationship development with staff and donors, whereas the key reported sacrifice was the greater donation time. Disappointment was the main response to an inability to donate. Functional tokens and refreshments were valued by donors, although it was felt that money spent on tokens would be better invested in making operations more efficient. CONCLUSION: Suitable whole blood donors should be made aware of plasmapheresis and its associated benefits through collection staff. Sustained donation can be encouraged by the establishment of a regular schedule and positive interactions with collection staff and other donors to enhance the donors' subjective well-being.

HR professionals are expected to get more involved in knowledge management and facilitate knowledge exchange among employees in knowledge economy. Four papers in this symposium provide a comprehens...

This study examined the effectiveness of providing instructional support for the self-regulation of a self-directed homework assignment. Across four parallel experiments, university students completed an online module on critical thinking. In Experiment 1, participants who were prompted on a broad spectrum of study strategies showed superior performance on a subsequent test of application relative to a control group. In Experiment 2, participants were prompted to use two specific strategies: generation of explanations and summarization. The former improved performance, whereas the latter did not. In Experiment 3, instructional aids designed to facilitate planning improved some aspects of performance relative to the control group. In Experiment 4, attempts to encourage self-feedback impaired performance. In conclusion, beyond encouraging a broad spectrum of study strategies, the generation of explanations and planning particularly improve learning without overburdening working memory.

Changing employer demands, new technological and pedagogical insights are examples of developments which urge Vocational Education and Training (VET) institutes to continually renew and innovate their educational programmes. This, in turn, requires teachers to show innovative behaviour. Our study focuses on the effects of task interdependence on VET teachers’ innovative behaviour. In addition, the mediating roles of learning goal orientation and occupational self-efficacy in this relationship are examined. A two-wave survey study among 342 teachers, from 54 teams of 6 Dutch VET institutes, showed that task interdependence enhanced teachers’ learning goal orientation, which enhanced their engagement in innovative behaviour over time. Task interdependence also increased teachers’ occupational self-efficacy, which in turn increased their engagement in innovative behaviour. This effect, however, appeared short lived. Apparently, once teachers exceed a certain level of occupational self-efficacy, other variables, like learning goal orientation, play a more important role in sustaining innovative behaviour.

This meta-analysis sought to identify the strongest antecedents of blood donation behavior and intentions. It synthesized the results of 24 predictive correlational studies of donation behavior and 37 studies of donation intentions. The antecedents were grouped into six research programs: (1) the Theory of Planned Behavior (TPB) and its extensions, (2) prosocial motivation, (3) affective expectations, (4) donor site experience, (5) past donation behavior, and (6) donor demographics. Antecedent categories were cross-validated by multiple coders, and combined effect sizes were analyzed using a random-effects model. For donation behavior, medium positive associations were found with five of the constructs from the extended TPB: intentions to donate, perceived behavioral control, attitude toward donation, self-efficacy and donor role identity. Other antecedents displaying a positive association with donation behavior included anticipated regret for not donating, number of past donations and donor age. Donor experiences at the collection site in the form of temporary deferral or adverse reactions had a medium negative association with behavior. For donation intentions, strong positive associations were observed for perceived behavioral control, attitude, self-efficacy, role identity and anticipated regret. Medium positive associations were observed for personal moral norm, subjective norm, satisfaction, and service quality. All other potential antecedents had weak or non-significant associations with behavior and intentions. Several of these associations were moderated by between-study differences, including donor experience, the period of data collection in which donation behavior was observed, and the use of a nominal (yes/no return) versus a ratio measure of donation behavior. Collectively, the results underscore the importance of enhancing donors' attitudes towards donation and building their perceived behavioral control and self-efficacy to donate. Further, minimizing the risk of adverse reactions and enacting re-recruitment policies for temporarily deferred donors will help protect future donation behavior. Implications of these findings for blood collection agencies and researchers are discussed.

As demand for plasma-derived products increases internationally, maintaining a committed plasmapheresis panel membership is critical for blood collection agencies. This study addresses the current lack of knowledge regarding deterrents to the recruitment and retention of plasmapheresis donors in a voluntary nonremunerated environment.Nine focus groups (n = 84) and six individual interviews were conducted using semistructured schedules. Three focus groups were conducted with each category of eligible whole blood (WB) donors: those who had 1) declined to convert to plasmapheresis (DTC), 2) converted but lapsed to WB (LWB), and 3) converted and lapsed from the panel completely (LFP). Transcript analysis revealed distinct deterrent categories.The time required for plasmapheresis was a universally identified deterrent, with concerns of donation frequency expectations shared between DTC and LWB. LWB and LFP both reported excessive questioning and paperwork, and eligibility requirements as deterrents. Unique deterrents for DTC were a lack of accurate knowledge about safety and process. LWB reported concerns about plasmapheresis donation outcomes; however, they were more committed to continuing donation than LFP, who reported donation not being salient, being too busy, and poorer donation experiences.Providing information to address safety and health concerns should be the focus for successful conversion to plasmapheresis. Setting donation frequency expectations at levels to which donors are accustomed may improve evaluations of the cost/benefit ratio of conversion and retention. Involvement levels (i.e., importance, personal meaning of donation) may be the key differentiator between those donors who return to WB and those that lapse altogether.

Donor retention is vital to blood collection agencies. Past research has highlighted the importance of early career behavior for long-term donor retention, yet research investigating the determinants of early donor behavior is scarce. Using an extended Theory of Planned Behavior (TPB), this study sought to identify the predictors of first-time blood donors' early career retention.First-time donors (n=256) completed three surveys on blood donation. The standard TPB predictors and self-identity as a donor were assessed 3 weeks (Time 1) and at 4 months (Time 2) after an initial donation. Path analyses examined the utility of the extended TPB to predict redonation at 4 and 8 months after initial donation.The extended TPB provided a good fit to the data. Post-Time 1 and 2 behavior was consistently predicted by intention to redonate. Further, intention was predicted by attitudes, perceived control, and self-identity (Times 1 and 2). Donors' intentions to redonate at Time 1 were the strongest predictor of intention to donate at Time 2, while donors' behavior at Time 1 strengthened self-identity as a blood donor at Time 2.An extended TPB framework proved efficacious in revealing the determinants of first-time donor retention in an initial 8-month period. The results suggest that collection agencies should intervene to bolster donors' attitudes, perceived control, and identity as a donor during this crucial post-first donation period.

Although research on blood donor motivation abounds, most studies have typically focused on small sets of variables, used different terminology to label equivalent constructs, and have not attempted to generalize findings beyond their individual settings. The current study sought to synthesize past findings into a unified taxonomy of blood donation drivers and deterrents and to estimate the prevalence of each factor across the worldwide population of donors and eligible nondonors. Primary studies were collected, and cross-validated categories of donation motivators and deterrents were developed. Proportions of first-time, repeat, lapsed, apheresis, and eligible nondonors endorsing each category were calculated. In terms of motivators, first-time and repeat donors most frequently cited convenience, prosocial motivation, and personal values; apheresis donors similarly cited the latter 2 motivators and money. Conversely, lapsed donors more often cited collection agency reputation, perceived need for donation, and marketing communication as motivators. In terms of deterrents, both donors and nondonors most frequently referred to low self-efficacy to donate, low involvement, inconvenience, absence of marketing communication, ineffective incentives, lack of knowledge about donating, negative service experiences, and fear. The integration of past findings has yielded a comprehensive taxonomy of factors influencing blood donation and has provided insight into the prevalence of each factor across multiple stages of donors' careers. Implications for collection agencies are discussed.

In this study we investigated the joint influence of HRM content (high-commitment HRM (HC-HRM)) - and HRM process (HRM system strength) on employees’ knowledge sharing. Moreover we examined whether...

This paper proposes a new approach for modeling the antecedents of congruence in two dependent variables. In this approach, the difference between the dependent variables is decomposed into directi...

Informal learning among employees is an important source of employee adaptability and expertise, yet it is unclear how participation may be encouraged through HRM practices. In this study, we inves...

Employees’ participation in informal learning activities is important as it enables them to adapt to a rapidly changing work environment. In this study, we investigate learning goal orientation (LG...