The detection of psychiatric illness by questionnaire

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

Individualism and collectivism

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Social capital: a theory of social structure and action

Over the past 30 years, conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior. COR theory has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress. Further attesting to the theory's centrality, COR theory is largely the basis for the more work-specific leading theory of organizational stress, namely the job demands-resources model. One of the major advantages of COR theory is its ability to make a wide range of specific hypotheses that are much broader than those offered by theories that focus on a single central resource, such as control, or that speak about resources in general. In this article, we will revisit the principles and corollaries of COR theory that inform those more specific hypotheses and will review research in organizational behavior that has relied on the theory.

Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences

In this study, we examined the intraindividual change trends in newcomers’ usage of seven proactive socialization tactics and their covariations in the first 4 months after their job entry. We also...

Use of Proactive Socialization Tactics and Socialization Outcomes: A Latent Growth Modeling Approach to Understanding Newcomer Socialization Process

This research examined how attachment affected the peer influence on adolescent consumer behavior. Results showed that attachment toward family and toward peers emerged together. Adolescent attachment anxiety strengthened the peer influence in consumption while attachment avoidance weakened the peer influence. Anxiety was positively related to adolescents’ perception of friends’ greater knowledge, spending when shopping with friends, and motivation to comply with friends’ suggestions on purchases directly and indirectly through consumer susceptibility to informational and normative influence. In contrast, attachment avoidance decreased the tendency to shop often with friends and the motivation to comply in a purchase. This study revealed that the influence of individual attachment orientations on interpersonal relationships can be extended to the field of consumption.

How Attachment Affects the Strength of Peer Influence on Adolescent Consumer Behavior

Maternal cultural values and parenting practices: longitudinal associations with Chinese adolescents' aggression.

Building on uncertainty management theory, we develop and test a model explicating how and when secrecy in pay communication may affect employee turnover-related outcomes (i.e., employee turnover i...

Best Not to Know: Pay Secrecy, Employee Voluntary Turnover, and the Conditioning Effect of Distributive Justice

Drawing upon prior research on proactive personality and person-environment fit, we examine the congruence effect of leader and follower proactive personality on leader-member exchange (LMX) quality, which in turn influences follower job satisfaction, affective commitment, and job performance. Results of cross-level polynomial regressions on 165 dyads supported the congruence effect hypothesis. Further, asymmetrical incongruence effects were found wherein followers had lower-quality LMX and poorer work outcomes when their proactive personality was lower than their leaders' as compared with when their proactive personality was higher. These findings highlight the pivotal role played by leaders in promoting employee proactivity at work.

Junqi Shi

Papers

Use of Proactive Socialization Tactics and Socialization Outcomes: A Latent Growth Modeling Approach to Understanding Newcomer Socialization Process

How Attachment Affects the Strength of Peer Influence on Adolescent Consumer Behavior

Maternal cultural values and parenting practices: longitudinal associations with Chinese adolescents' aggression.

Best Not to Know: Pay Secrecy, Employee Voluntary Turnover, and the Conditioning Effect of Distributive Justice

Leader-Follower Congruence in Proactive Personality and Work Outcomes: The Mediating Role of LMX