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The purpose of this study is to examine the joint effects of employees’ core self‐evaluations and perceived transformational leadership of their supervisors on employees’ affective commitment to the organization.

Subjects were drawn from a Fortune Global 500 company in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in organizational commitment.

Core self‐evaluations and transformational leadership positively influenced employees’ organizational commitment. In terms of effect size, organizational commitment was more related to transformational leadership than core self‐evaluations. As for transformational leadership, employees exhibited the highest organizational commitment when their leaders articulated the vision, promoted group goals, and provided intellectual stimulation.

The sample of this study is likely restricted to a certain group with similar demographic characteristics (e.g. male junior managers with relatively high education levels). This study, like most organizational commitment studies, relied on self‐reported and cross‐sectional survey method.

Since core self‐evaluations tend to be stable over time, HR professionals need to recruit and select those with higher core self‐evaluations. HR/OD professionals can help managers change their leadership in a transformative fashion (vision articulation, group goal promotion, and intellectual stimulation) by providing relevant training programs and developmental relationships such as coaching and mentoring.

This study took an integrative approach that encompasses personal and contextual factors in a study. It found not only a significant relationship between core self‐evaluations and organizational commitment, but also the interaction effects of core self‐evaluations and one of the dimensions of transformational leadership.

The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships.

A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling.

The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB.

Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

Extensions as forms of new product development strategy have been discussed to a great extent during the last decade, however, there have been limited reviews of the literature. This article reassesses the work on brand and line extensions and integrates it into a conceptual framework. The latter shows that extension and core brand evaluations are affected by consumer perceptions of fit. Moderating factors that influence the relationship between fit and consumer evaluations of the extension and the core brand are also identified. The framework is subsequently used to develop concrete research propositions to guide further research in the area.

Presents a model of service encounter satisfaction offering conceptual and pragmatic advantages over the dominant disconfirmation paradigm. Expectations are compared with performance, at three separate stages, which directly combine into one overall consumer service encounter judgment. Offers service practitioners increased insight into understanding consumers′ satisfaction processes.

The purpose of this paper is to demonstrate the construction of a core ontology for food. To construct the core ontology, the authors propose here an approach called, yet another methodology for ontology plus (YAMO+). The goal is to exhibit the construction of a core ontology for a domain, which can be further extended and converted into application ontologies.

To motivate the construction of the core ontology for food, the authors have first articulated a set of application scenarios. The idea is that the constructed core ontology can be used to build application-specific ontologies for those scenarios. As part of the developmental approach to core ontology, the authors have proposed a methodology called YAMO+. It is designed following the theory of analytico-synthetic classification. YAMO+ is generic in nature and can be applied to build core ontologies for any domain.

Construction of a core ontology needs a thorough understanding of the domain and domain requirements. There are various challenges involved in constructing a core ontology as discussed in this paper. The proposed approach has proven to be sturdy enough to face the challenges that the construction of a core ontology poses. It is observed that core ontology is amenable to conversion to an application ontology.

The constructed core ontology for domain food can be readily used for developing application ontologies related to food. The proposed methodology YAMO+ can be applied to build core ontologies for any domain.

As per the knowledge, the proposed approach is the first attempt based on the study of the state of the art literature, in terms of, a formal approach to the design of a core ontology. Also, the constructed core ontology for food is the first one as there is no such ontology available on the web for domain food.

This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.

The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.

Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.

The study’s cross-sectional design limits the strength of its conclusions.

This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.

The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.

The purpose of this article is to understand the role of individual and relational self‐concepts on various team processes and outcomes in a team context.

Participants (n=470) worked in dyads on a computer‐based truck dispatching task, deciding as a team which task activities to perform and in what order. The authors assessed differential relationships between individual and relational self‐concepts and various team processes (e.g. trust) and outcomes (satisfaction).

Subjective task complexity was influenced primarily by individual self‐concept, specifically their core self‐evaluations. Trust in others was influenced primarily by individuals' relational self‐concepts, specifically their teamwork predisposition. Intrinsic motivation and satisfaction were influenced by both individual and relational self‐concepts.

Future research should examine these effects in teams larger than dyads, with other types of tasks, over longer time periods, and with non‐college student samples.

Depending on the task type, a practitioner might cue different self‐concepts to increase individuals' focus on team performance, individual performance, or both. For example, if the team task is highly interdependent and reciprocal in nature, then the team can be trained together or provided information to cue relational self‐concept.

This paper focuses on the construct of individual and relational self‐concepts and their effects on individual functioning in a team context. The results support and extend prior research by demonstrating that outcomes in a team context can be identified and examined in relation to individual conceptions of the self, relational conceptions of the self, or by both.

Relates evidence which suggests that launching a vertical brand extension generally has a negative impact on the core brand because it dilutes the core brand image, advising that a brand extension should be introduced only when its profit potential exceeds the losses that will be sustained as a result of damage to the core brand. Describes two important tools which can reduce the dilution of the core brand image and/or enhance the success of a new brand extension introduction distancing, and information cues: Explains that, to reduce damage to a valuable core brand or to benefit a new step‐up brand extension, the extension should be maximally distanced from the core brand; however, to benefit a new step‐down brand extension (at the expense of the core brand), the extension should be positioned close to the core brand. Highlights how information cues that describe a brand extension can also act like distancing techniques, simply by serving to reinforce the similarities (implied closeness) or differences (implied distance) between the brand extension and the core brand.

The purpose of this paper is to create a model of role‐based access control (RBAC) for virtual enterprise (VE).

An access control model for security and management of VE is presented by integrating generic structure of VE and applying the principles of RBAC. In addition, the application of the model to a supply chain oriented VE illustrates that a general access control scheme can ensure the running of VE.

A theory base of access control for the realization of the VE is found.

The paper provides a very useful new model of access control for VE. This paper is aimed at researchers and engineers.

The purpose of this paper is to examine how US school leaders and teachers make sense of multiple accountability policies, including the Common Core State Standards and teacher evaluation, and how this process relates to school priorities and classroom practice.

This study uses a comparative case study approach to understand how principals and teachers in three high-poverty urban schools respond to policy.

Although principals and teachers viewed academic standards and the teacher evaluation framework as complementary, two of the three schools focused on meeting the expectations of the teacher evaluation framework at the expense of attention to academic standards. Without attention to the connections among policies and school priorities, the introduction of new policies may detract from rather than reinforce attention to academic standards.

Principals who are stronger instructional leaders may be better able to “craft coherence” among multiple standards-based policies and school priorities for instruction and student learning. Although their experiences are not generalizable, findings suggest that attending to standards for student and teacher performance without connecting to the implications for content and students’ learning may lead to superficial integration of accountability policies with school priorities.

Findings provide further evidence that principals play an essential role in responding to policy and suggest that districts and external support providers can assist their efforts by creating opportunities for professional learning about the connections among multiple policies and their implications for practice.

This paper extends Honig and Hatch’s conceptualization of “crafting coherence” to the work of teachers and the implications for classroom practice.