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From a social capital perspective, this study aims to shed light on the link between social capital and career adaptability by focusing on how social connections and interactions shape and nurture career adaptability. Drawing on socioemotional selectivity theory, the authors further examined the critical moderating role of age on the above relationship.

Survey responses from 208 HRD professionals were analyzed via a moderated mediation analysis.

The results showed that there is a positive relationship between social capital (network size and intimate network) and career adaptability; frequent interaction increases intimacy, in turn enhancing career adaptability; and the indirect effect of social capital on career adaptability (via intimate network) is stronger when the employee is younger.

The most novel theoretical contribution of this study is that the authors lend empirical support to the connection between social capital and career adaptability moderated by age. The study also contributes to understanding how core aspects of social capital are inter-related each other and have directional relationships.

The purpose of this paper is to explore the relationship between transactive memory systems and organizational innovation. Several recent studies have discussed the positive relationship between these two entities. Yet, very few studies have demonstrated how transactive memory systems are related to leadership and innovation. This study investigates this tripartite relationship, finding that developmental leadership exerts a mediating effect on the relationship between transactive memory systems and organizational innovation.

In examining this relationship, 224 participants from an electronics company in South Korea were surveyed. Structural equation modeling was used to enable the identification of simultaneous interactive relationships among the three research variables.

Contrary to previous research results, transactive memory systems were found not to be significantly related to organizational innovation. Results also indicated that transactive memory systems comprise a statistically significant variable that influences developmental leadership. Subsequently, developmental leadership can be considered to be a valid construct in predicting organizational innovation; it can also be seen to fully mediate the relationship between transactive memory systems and organizational innovation.

These results have theoretical and managerial implications. As transactive memory systems do not always precede organizational innovation, knowledge of “who knows what” is not enough to ensure innovative performances. To accelerate organizational innovation, intentional managerial interventions such as developmental leadership are accordingly necessary.

This study aims to examine residents’ perceptions of adult and continuing education (ACE) in Seoul, Gyeonggi-do and Incheon in South Korea, by conducting a needs assessment of university degree programs for adults.

This paper uses Borich’s educational needs formula and Hershkowitz’s criticality function on the data obtained from a survey of 1,500 residents of the three regions to determine their priorities for degree programs.

The results show that the top priorities for degree programs in Seoul are computer information and communication and therapeutic health. In Gyeonggi-do, the top priorities are computer information and communication, language and literature and business and economics. In Incheon, participants prefer computer information and communication, agriculture, forestry and fisheries and therapeutic health, in that order.

This study examines Koreans’ perceptions of ACE and conducts a needs assessment to determine their priorities for university degree programs in metropolitan areas in Korea. It provides practical information for policymakers and universities who design and implement ACE programs.

The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment.

Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data.

The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement.

This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue.

Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values.

The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.