Individualism and collectivism

Currently, the expectancy that surrounds the Fourth Industrial Revolution, commonly referred to as Industry 4.0 (I4.0), is huge. In this context, the purpose of this paper is to unveil whether and how organizational and managerial practices are associated to different levels of adoption of I4.0 technologies.,To reach this aim, the authors carried out a survey involving Italian manufacturing firms. Then, the authors used a cluster analysis and t-test to analyze data.,Results show that two clusters of firms based on their level of adoption of I4.0 technologies (high vs low) can be identified. Then, using a t-test, the authors found statistically significant higher levels of a number of organizational and managerial practices for firms with a higher level of adoption of I4.0 technologies.,This paper contributes to the debate surrounding I4.0 by stressing the organizational and managerial challenges that firms willing to undertake an I4.0 transformation have to face, which goes beyond the sole application of I4.0 technologies.,Entrepreneurs and managers need to be aware that the path toward I4.0 requires not only focusing on the application of the I4.0 technologies, but also on the development of a series of organizational and managerial practices that become key to face the fourth Industrial Revolution.,The authors posit here that I4.0 requires firms to bridge the capability gap, as well as overcome cultural barriers preventing entrepreneurs and managers to change their way of doing business. To this regard, this study highlights I4.0 is an all-encompassing paradigm that involves many dimensions of the firm.

https://www.emerald.com/insight/content/doi/10.1108/EJIM-02-2018-0030/full/pdf

Organizational and managerial challenges in the path toward Industry 4.0

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.

How is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation.

Infusing online project to support instruction quality in facing digital learning environment is considered crucial. The contribution of teacher-made tools, however, are still important to maintain regarding to the diverse area condition in the technology development. This paper presents pre-service teachers’ learning experience in creating teaching media through project activities. This study also investigates the drawbacks that affect the accomplishment process, and examines students’ opinion on the project significance through their preferences. Various perceptions were expressed during the implementation which implies that in preparing the teacher candidates to be ready in facing digital generation, educators need to bring technology closer to the students without leaving the essential part of teacher-made teaching aids with low cost materials.

ELT in Asia in the Digital Era: Global Citizenship and Identity : Proceedings of the 15th Asia TEFL and 64th TEFLIN International Conference on English Language Teaching, July 13-15, 2017, Yogyakarta, Indonesia

Consequences of differentiated leadership in groups

Paternalistic leadership has been claimed to be one dominant leadership style in Asia. However, research failed to assess its comparability and applicability across East Asian contexts. The triad model of paternalistic leadership entails elements of authoritarian, benevolent, and moral character leadership. This article investigates the triad model of paternalistic leadership in mainland China, Japan, South Korea, and Taiwan. Paternalistic leadership occurs in an equivalent three-factorial structure indicating the applicability of the triad model, whereas some of the item intercepts vary between the four East Asian employee samples. These findings indicate generalizability of the meaning attributed to paternalistic leadership via three components, whereas the different measurement intercepts epitomize culture-specific scales across the four Asian contexts. The assessment of weak and strong measurement invariance is essential for an emerging cross-cultural research on paternalistic leadership by establishi...

Paternalistic Leadership in Four East Asian Societies: Generalizability and Cultural Differences of the Triad Model

We examine the influence of transformational leadership on workaholism, job performance and work-family conflict. Also, we attempt to verify the mediating effect of workaholism between transformational leadership and job performance, and work-family conflict. Additionally, we focuses on loyalty to supervisor as a possible moderator between transformational leadership and job performance, and work-family conflict. The major findings are 1) transformational leadership was positively associated with employees’ workaholism (driven to work, enjoyment of work). 2) Loyalty to supervisor had a positive moderating effect on the relationships between transformational leadership and driven to work. 3) Enjoyment of work is positively related to job performance but, contrary to hypothesis, is also positively related to work-family conflict. Also driven to work is related to work-family conflict, but contrary to hypothesis, does not affect job performance. 4) Enjoyment or work has turned out to have full mediation effects on the relationship between transformational leadership and job performance, and work-family conflict. Also, driven to work has turned out to have a partial mediation effect on the relationship between transformational leadership and work-family conflict. Finally, the moderated mediating effect of loyalty to supervisor was statistically significant in the mediation relationship of driven to work between transformational leadership and work-family conflict. 

The Effects of Transformational Leadership on Workaholism, Job Performance and Work-family Conflict: Moderating Effect of Loyalty to Supervisor

The current generation's sense of self-value and privilege are much higher than that seen in the previous generation and have manifested socially in the form of negative behaviors such as 'gapjil' and social dissatisfaction. 
Because a large proportion of the current labor force belongs to the millennial generation or Generation Y, it is necessary to find a way to manage the problems caused by employee's psychological entitlement in the workplace. 
However, only a few studies have been conducted on the impact of psychological entitlement in the workplace. As such, understanding of psychological entitlement in the job environment is limited. The purpose of this study is to explore how psychological entitlement impacts employees’ unethical behavior and to examine the mediating effect of job stress. It also tests whether person-organization fit and person-job fit moderate the relationship between psychological entitlement and job stress. The major findings are 1) psychological entitlement is positively associated with job stress; 2) person-organization fit and person-job fit have moderating effects on the relationship between psychological entitlement and job stress, implying that person-organization fit and person-job fit act as a buffer mitigating the negative effect of psychological entitlement; 3) psychological entitlement is positively linked to unethical behavior, 4) job stress partially mediates the relationship between psychological entitlement and unethical behavior, and 5) person-job fit negatively moderates the mediating effect of job stress in the relationship between psychological entitlement and unethical behavior. Thus, person-job fit decreases the influence of job stress in the psychological entitlement-unethical behavior linkage. Based on the results, the theoretical and practical implications are discussed, and recommendations for future research are provided.

The Effect of Psychological Entitlement on Unethical Behavior: Testing the Moderating Effects of P-O Fit and P-J Fit and the Mediating Impact of Job Stress

Duksup Shim

Papers

Paternalistic Leadership in Four East Asian Societies: Generalizability and Cultural Differences of the Triad Model

The Effects of Transformational Leadership on Workaholism, Job Performance and Work-family Conflict: Moderating Effect of Loyalty to Supervisor

The Effect of Psychological Entitlement on Unethical Behavior: Testing the Moderating Effects of P-O Fit and P-J Fit and the Mediating Impact of Job Stress

The Effect of Trait Competitiveness on Job Performance and Emotional Exhaustion - The Moderating Effect of Competitive Climates -