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Article
Publication date: 22 March 2024

Joonghak Lee, Chungil Chae, Jong Min Lee and Rita Fontinha

The aim of this paper is to offer a comprehensive overview of the field of international human resource management (IHRM) research by tracing its evolutionary development over a…

Abstract

Purpose

The aim of this paper is to offer a comprehensive overview of the field of international human resource management (IHRM) research by tracing its evolutionary development over a 24-year period. The study seeks to understand how the field has progressed by considering historical research themes and their subsequent integration into more recent scholarly work, thereby identifying current and emerging research trends.

Design/methodology/approach

This paper employs bibliometric analysis to examine the evolutionary path of IHRM research from 1995 to 2019. A dataset of 1,507 articles from journals specializing in IHRM, international business and general management was created. Analysis at the keyword, thematic and network levels was conducted to identify trends, historical context and the interrelatedness of research themes.

Findings

The analysis reveals that IHRM research has gone through several phases of thematic focus, from initial emphasis on cultural differences and expatriate management to more recent topics like global talent management and digital transformation. Earlier research themes continue to be incorporated and re-contextualized in modern scholarship, highlighting the field’s dynamic nature.

Originality/value

This paper is one of the first to use a bibliometric approach to systematically examine the evolution of IHRM research. It not only provides a historical perspective but also outlines future research trends, incorporating the institutional logic perspective. The findings offer deep insights that are valuable for researchers, practitioners and policymakers interested in the development of IHRM research and its practical implications.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 8 October 2024

Kiho Jun, Zhehua Hu, Joonghak Lee and Jegoo Lee

This research aims to explore the psychological constructs of hope and collective efficacy as fundamental mechanisms through which authentic leadership affects follower outcomes.

Abstract

Purpose

This research aims to explore the psychological constructs of hope and collective efficacy as fundamental mechanisms through which authentic leadership affects follower outcomes.

Design/methodology/approach

The investigation employs a two-study approach, with two samples of 481 employees from various teams in the United States and South Korea. In two studies, we examine the proposed hypotheses, focusing on the mediation of follower hope and the moderation by collective efficacy in the relationship between authentic leadership and OCB, which is bifurcated into altruism (OCBI) and compliance (OCBO).

Findings

The findings reveal that follower hope mediates the relationship between perceived authentic leadership and OCB. This mediation confirms the integral role of hope in translating authentic leadership into positive follower behaviors. Additionally, the study shows a significant moderating effect of collective efficacy on the relationship between authentic leadership and follower hope. This moderation underscores the importance of collective beliefs in the capabilities of a group in enhancing the impact of authentic leadership.

Originality/value

This research highlights the understudied roles of hope and collective efficacy in the context of authentic leadership. It offers a novel perspective on how hope and collective efficacy influence followers’ OCB. The study proposes a necessity for further exploration of these constructs, emphasizing leadership dynamics and employee behavior.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 20 August 2020

Joonghak Lee, Steven Kim and Youngsang Kim

Research on diversity climate has shown that diversity climate as an employee's perception of an organization's diversity-related practices or procedures has a positive impact on…

1180

Abstract

Purpose

Research on diversity climate has shown that diversity climate as an employee's perception of an organization's diversity-related practices or procedures has a positive impact on reducing turnover intentions. However, we know little about which intervening mechanism explains the relationship between diversity climate and employee's turnover intentions. In this study, we suggest that individual employee's perceived diversity climate influences turnover intentions through personal diversity value and affective commitment.

Design/methodology/approach

With a sample of 901 employees in more than 50 companies affiliated in South Korea, the authors test the hypothesized relationship, using structural equation modeling (SEM).

Findings

Our findings show that personal diversity value and affective commitment sequentially mediate the relationship between perceived diversity climate and turnover intentions.

Research limitations/implications

This study can enhance the understanding about the mediating mechanism linking the relationship between perceived diversity climate and turnover intentions and how personal diversity value and affective commitment link the relationship.

Originality/value

The authors theorize and find that perceived diversity climate can influence personal diversity value that results in employee commitment and turnover intentions.

Details

Personnel Review, vol. 50 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 17 September 2024

Kiho Jun, Zhehua Hu and Joonghak Lee

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship…

Abstract

Purpose

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

Design/methodology/approach

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

Findings

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

Originality/value

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

Keywords

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