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The present study aims to revalidate a measurement scale for organizational learning capability in the context of university faculty members. This is a particularly relevant context because it deals with knowledge‐intensive services. Following Chiva et al., organizational learning capability was conceptualized as a second factor construct including five dimensions: experimentation, risk taking, interaction with the external environment, dialogue and participative decision making.

Data were collected from the Instituto Tecnológico de Costa Rica, a leading university in Costa Rica. The survey was addressed to faculty members. A total of 795 valid questionnaires were obtained. Using confirmatory factor analysis, the construct measurement model was tested and the scale was validated.

The results show the internal consistency and the satisfactory factorial structure of the scale within the context of knowledge‐intensive services.

This validation of organizational learning capability measurement instruments has considered cultural differences (Spain vs Costa Rica), sectorial differences (industrial vs services), and the different educational background distribution of the sample. Another contribution of our study is the consideration of the non‐independence of observations through the complex Mplus method, since the samples in human resource research are affected by multilevel influences.

This paper aims to create and validate a scale that will serve to measure the construct “organic structure”, currently of great utility for the competitive analysis of firms. On the basis of the literature, eight dimensions, corresponding to the parameters technical system, formalization, centralization, structural complexity, planning and control systems, training, information flows, and culture, form this construct. To verify the reliability and the validity of this measuring instrument we used a sample of 150 large Spanish firms.

The purpose of this paper is to investigate the factors affecting the choice between joint ventures and non‐equity alliances, when firms enter foreign markets.

Using a database of Italian firms compiled by the authors with 879 observations, the paper tests the possible effects of firm specific characteristics, host country institutional characteristics and cultural distance on alliance mode choice.

Using both transaction cost analysis and the resource based view, the findings demonstrate the crucial role played by firm size as well as by institutional and political features of host countries. The results concerning the role of functional activities involved and the industrial sector are mixed.

Overall, the analysis shows that it is necessary to develop a more integrated approach to understand this complex choice made by firms when expanding abroad.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Many progressive organizations who do not need any convincing of the value of learning and who commendably strive to enhance the individual performance of their people within a framework of organizational learning, can face an undeserved difficulty: the greater the increase in a worker's employability, the greater the risk that they may sooner rather than later say: “Thanks for all you've done for me but it's time to move on.”

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This paper aims to clarify the relationship between human resource practices and staff retention by selecting three high performance work practices (precursors) and one outcome variable (turnover intentions), and trying to demonstrate the mediator role of employee commitment and job satisfaction in this relationship.

The proposed model has been analyzed with a sample of 198 employees and a structural equation modeling methodology.

Salary strategies and job enrichment strategies were positively related to job satisfaction. Job enrichment strategies and job stability strategies were positively related to employee commitment. Employee commitment was negatively related to turnover intentions. The relationship between job satisfaction and turnover intentions was mediated by employee commitment

One limitation of the findings is the use of self‐report questionnaires to collect data on all measures. Another potential limitation concerns the measurement of some latent factors with only two observable variables.

Turnover continues to be a serious problem for businesses. The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to low turnover intentions.

A sample of 198 workers was used as the source of information. This information offers clear advantages over the more widely used samples from managerial directors or statistical data gathered in human resource practices, as in this case. The perceptions of those people on whom these measures are directly carried out are readily accessible.

Numerous empirical works have found evidence to support a positive relationship between managers' transformational leadership behaviour and employees' individual performance. Studies have also begun to examine the process by which the effects on performance ultimately take place. This research aims to move forward in this direction. The paper aims to analyse the mediating role of a contextual variable (organizational learning capability) and a subordinate characteristic (employability) in the relationship between transformational leadership and individual performance.

The hypothesis was tested through a sample of 795 workers from 75 university departments, using a multilevel path analysis with a two‐level data structure.

Empirical evidence was found to show that: there is a positive relationship between worker‐perceived organizational learning capability in a firm and his/her own employability perception; the worker‐perceived transformational leadership of his/her leader, and his/her own employability perception; the worker‐perceived organizational learning capability of a firm and his/her performance; the worker's perception of his/her own employability, and his/her performance; transformational leadership, OLC, and individual performance have a significant influence on the group, while employability can be considered only as an individual phenomenon; and at group level, the effects of transformational leadership on performance are mediated by organizational learning capability.

As far as is known, there has been no attempt to connect transformational leadership and employability and organizational learning capability and employability theoretically and/or empirically.

The purpose of this paper is to examine to what extent altruistic leadership (AL) contribute to happiness at work (HAW). In addition, the authors analyze the mediating role of those conditions that facilitate learning in the relationship between AL and HAW.

Confirmatory factor analysis by means of structural equation models was performed to check the proposed theoretical model, using a sample of 122 frontline bank employees.

Results show that, although specific leadership styles might contribute to employee well-being, it seems the shared characteristic of altruism what significantly impact employees HAW, by means of organizational learning capability.

Scarce research examines altruism as a leadership behavior. The authors provide to the leadership literature a theoretical model, and empirical evidence that altruism is an essential leadership behavior to promote learning and HAW.

The purpose of this paper is to investigate the relationship between transformational leadership (TFL), organizational learning capability (OLC) and happiness at work (HAW), and offers a new measure for HAW.

The authors used confirmatory factor analysis to test the theoretical model in order to check the psychometric properties of HAW. They examined a sample of 167 medical staff working in allergy units, which represents a response rate of 25 per cent.

The research showed that HAW can be measured using the proposed new measurement scale, and that TFL predicts HAW through the mediating role of OLC.

The results suggest that hospital managers and heads of allergy services should consider the effects of TFL, under certain learning conditions, to enhance HAW.

This research is the first that examines the effects of TFL and OLC on HAW, a higher order construct that has been implemented closely following previous research.