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

Successfully adjusting to retirement represents a major challenge for many older workers. Following the temporal unfolding of retirement process (i.e., preretirement, transition, and postretirement phases), the present study draws on the resource-based dynamic model of retirement adjustment to investigate how a diverse set of preretirement personal resources (i.e., physical health, mental health, financial well-being, family support, proactive personality, and general cognitive ability) impact postretirement change trajectory of life satisfaction through the pathway of retirement transition experience (i.e., retirees' subjective experience in terms of how well they are adjusting during the transition phase of retirement immediately after the workforce exit). Using multiwave longitudinal data from 667 Chinese older workers transitioning into retirement collected with a prospective design over 2 years, we found positive effects of the levels of preretirement mental health, financial well-being, family support, proactive personality, and cognitive ability on retirement transition experience. We also found positive effects of the changes in physical health, financial well-being, and family support on retirement transition experience. Retirement transition experience, in turn, was associated with older workers' postretirement change trajectory of life satisfaction. Our findings highlight the importance of the transition phase of retirement, as well as the role of retirement transition experience during this critical phase in explaining the relationships between preretirement resources, in terms of both their levels and changes, and postretirement changes in well-being. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Preretirement resources and postretirement life satisfaction change trajectory: Examining the mediating role of retiree experience during retirement transition phase.

The impact of conflict on performance: The moderating effects of individual and team agreeableness

The balance of work and family has received widespread attention from managers and researchers in recent years. Previous research claims that job demand, as a kind of pressure felt by employees, reduces employees’ work motivation, increases employee fatigue and anxiety, and hinders work-family enrichment. However, different job demands (e.g., challenge demand and hindrance demand) have different effects on employees. Challenge demand, which gives individuals the opportunity to acquire new knowledge and promote personal growth, influences work-family enrichment in a complex way. However, few researches pay sufficient attention to the mechanism of the double-edged effect in the relationship between challenge demand and work-family enrichment. In addition, although scholarly research on job demand and work-family enrichment has increasingly focused on within-person fluctuations in recent years, how to examine the “dynamic” effects of challenge demand on work-family enrichment has received little attention. Therefore, based on conservation of resource theory and uncertainty management theory and from static and dynamic perspectives, we comprehensively examined the effects of challenge demand on work-family enrichment by clarifying the different attributes of challenge demand (daily level model, average level model, daily shift model, and variability model). We tested our hypothesis by conducting a diary study of 105 participations over 10 working days. Data were collected via a job demand scale, work absorption scale, relaxation scale, and work-family enrichment scale. First, we recorded control variables (gender, marital status, and spouse’s work status) during the weekends. Second, researchers collected daily data (challenge demand, hindrance demand, work absorption, relaxation, and work-family enrichment) from 4:00 p.m. to

Gain or Loss? Examining the double-edged sword effect of challenge demand on work-family enrichment


 Existing studies regarding retirement planning have suggested that demographic variables, retirement-related characteristics, and work-related factors are closely associated with retirement planning. However, the importance of individual goal-pursuit tendencies within a multi-dimensional framework of retirement planning has been overlooked. As retirement planning is conceptualized as a multi-faceted and goal-directed behavior, the absence of these concepts within the literature presents an important theoretical and empirical gap. Drawing upon the dual-process model of coping, the current study examined the incremental effects of tenacious goal pursuit (TGP) and flexible goal adjustment (FGA) on four dimensions of retirement planning (i.e., financial planning, health planning, interpersonal/leisure planning, and work planning). Data from 377 Chinese older workers at two time points showed that FGA rather than TGP was positively associated with financial, health, and interpersonal/leisure planning. Further, FGA demonstrated incremental predictive validity over TGP. This study contributes to the retirement planning literature by investigating how older adults’ goal-related dispositions may impact their retirement planning in different arenas. Practical implications of our findings, limitations, and future research directions are also discussed.

Goal-Pursuit Tendencies and Retirement Planning: A Time-Lagged and Multi-Dimensional Investigation

The current study examined employee outcomes associated with customer mistreatment, conceptualizing customer mistreatment as signaling failure regarding employees’ pursuit of task and social goals at work. We argue that employees make internal attributions when experiencing customer mistreatment and are likely to engage in rumination because of this perceived goal failure. The goal of this article was to test this conceptualization and examine the outcomes of customer mistreatment – induced rumination as well as emotional labor strategies as potential protective mechanisms against customer mistreatment. Findings from time-lagged data collected from 737 call-center customer representatives indicated that cognitive rumination mediated the relationship between customer mistreatment and supervisor-rated job performance, customer-directed sabotage, employee well-being, and emotional exhaustion. The second mediator, social sharing of negative events, mediated the relationship between customer mistreatment and emotional exhaustion only. As expected, cognitive rumination was positively related to customer sabotage and emotional exhaustion and negatively related to job performance and well-being. Social sharing of negative events was positively related to both well-being and emotional exhaustion. Finally, we found that deep acting, but not surface acting, buffered the effects of customer mistreatment on cognitive rumination and social sharing. Limitations, future research directions, and managerial implications are discussed.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2632535_code2181894.pdf?abstractid=2632535

Junqi Shi

Papers

Preretirement resources and postretirement life satisfaction change trajectory: Examining the mediating role of retiree experience during retirement transition phase.

The impact of conflict on performance: The moderating effects of individual and team agreeableness

Gain or Loss? Examining the double-edged sword effect of challenge demand on work-family enrichment

Goal-Pursuit Tendencies and Retirement Planning: A Time-Lagged and Multi-Dimensional Investigation

Customer Mistreatment, Employee Health and Job Performance: Cognitive Rumination and Social Sharing as Mediating Mechanisms