Top Management Leadership and Organizational Culture among Small- and Medium-sized Enterprises in Japan: Implications for Organizational Learning Theory
This study aimed at examining the interrelationships among top management leadership, organizational culture, HR practices, and their associative effects on organizational performance. Following organizational learning literatures, we developed and tested two causal models: (1) supportive leadership would create community culture and HR practices and (2) community culture would support the use of supportive leadership and HR practices. Our structural equation modeling results over a sample of 225 Japanese firms supported the second model.
Culture and leadership Organizational Learning Small- and medium-sized Enterprises in Japan
Yuhee Jung Norihiko Takeuchi
Meiji University, Japan Tokyo University of Science, Japan
国际会议
The Sixth Asian Conference of the Academy of Human Resource Development(国际人力资源开发研究会第六届亚洲年会)
北京
英文
336-346
2007-11-02（万方平台首次上网日期，不代表论文的发表时间）