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Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

Despite their fairly widespread use among large companies, little information is available to those interested in designing, managing, or evaluating high‐potential (fast‐track) management development programmes. In an attempt to fill this void, three sources of programme ineffectiveness are examined: participants′ dissatisfaction, the negative attitudes of non‐participants, and cultural misfit. Also examines ten ineffectiveness‐avoiding lessons for programme design and implementation learned during an in‐depth assessment of one company′s formalized, entry‐level high‐potential management development programme

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.

The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of reward and performance appraisal and both incremental and radical innovation. The paper examines whether innovative work behaviour (IWB) mediates the hypothesised relationship.

Data were collected from 313 unit managers in manufacturing, pharmaceutical and technology companies in Jordan. Structural equation modelling (SEM) using AMOS v27 was employed to analyse the data and test the hypotheses.

The study finds that employees perceive rewards to be significant and to directly influence incremental and radical innovation. Additionally, employees perceive that performance appraisal to be significant for incremental innovation. The study also finds that IWB mediates the relationship between rewards, performance appraisal and incremental and radical innovation. No support was found for the impact of performance appraisal on radical innovation.

Distinctively, this paper considers both incremental and radical innovation in studying the link between HRM practices and innovation. It also takes an intra-organisational perspective by considering employees' perceptions of rewards and performance in fostering innovation. Additionally, it assesses the impact of IWB in mediating the relationship between rewards, performance appraisal and innovation. IWB is rarely empirically studied in the HRM–innovation link specifically when linked with radical and incremental innovation.

This study drew upon conservation of resources and organizational support theory to develop a deeper understanding of the antecedents of affective and behavioral reactions to change processes. The purpose of this paper is to construct a theoretical framework based on previous findings of change management research to suggest that the relationship between organizational support and resistance to change is mediated by ego-resilience. This framework was then validated empirically.

To test this model, the mediation relationship was examined using regression analysis with bootstrapping. The sample consisted of 323 employees from private and public organizations.

The results confirmed that the relationship between organizational support and affective and behavioral reactions to imposed change is mediated by ego-resilience. The theoretical model was thus validated for use in future research.

This study’s findings have implications for organizations regarding how managers guide their employees through change processes. The research’s limitations arise from the use of convenience non-probability sampling and cross-sectional, self-reported data, which only allow for a tentative generalizability of the results.

The findings show that organizational change processes are affected by factors on both the individual (i.e. ego-resilience) and organizational level (i.e. organizational support). This study’s results thus provide empirical support for the conclusion that ego-resilience mediates the indirect relationship between organizational support and employees’ resistance to change.

Teenagers are typically described as impulsive and risk taking. Yet recent research shows that this observation does not hold in all contexts. Rather, adolescents show higher impulsivity and risk taking than children or adults in affective contexts. Motivational and affective processes are therefore of particular interest when trying to understand typical adolescent behavior. Additionally, pubertal hormones are hypothesized to play a special role in adolescents’ motivated decision making. However, evidence for the mechanisms underlying this relationship is sparse. In this chapter, we aim to integrate findings from human and animal studies in order to elucidate the specific impact of pubertal hormones on motivational processes in adolescence. Against this background, we critically discuss and reinterpret recent findings in psychology and neuroscience, speculate about underlying mechanisms, and suggest new approaches for future studies of adolescent behavior.

The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context.

Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams.

The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger.

The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context.

This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.

The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is increasingly reliant on discretionary effort. As the emphasis of appraisal has shifted from a developmental to a performance focus, perceived unfairness in both procedures and outcomes threatens to undermine commitment and, therefore, sustainable performance.

Drawing on a range of theoretical frameworks, current practices and experiences are examined and future trends considered. Empirical research includes a ten-year study of practising managers and ethnography, questionnaires and interviews in two large organizations.

Appraisal frequently creates actual and perceived injustice in terms of both procedures and rewards. It also generates tensions between managing performance and encouraging engagement.

This study indicates that further research in other sectors will contribute to the development of greater understanding of sustainable strategic approaches to HRM.

Emphasis on performance in appraisal devalues developmental aspects and sometimes affects employee well-being. Separation of the two through mentorship schemes may help to address the paradox, whereby the performance management element of appraisal undermines rather than enhances organizational effectiveness.

The conventional wisdom of the appraisal culture is challenged. We argue it is essential to expand the discourse between performance, justice and ethical value systems if sustainable competitive advantage and well-being are to be achieved.

International experience (IE) has been acknowledged to be the most useful method for developing global leaders. However, not everyone benefits equally from IE. During the last two decades, our understanding of why this is the case and how global leaders learn from IE has rapidly increased. Several individual and organizational enablers facilitating global leader learning from IE have been identified in the literature, as have learning mechanisms that make such learning possible. However, the literature remains fragmented, and there is a great need to integrate the findings in the field. Therefore, the present paper systematically examines peer-reviewed studies on global leaders' learning from IE published between 1998 and 2019. The study contributes to the extant literature by identifying and integrating individual enablers, organizational enablers, and key learning mechanisms from global leaders' IE and by suggesting topics for future research.