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The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member exchange (LMX) dimensions.

The participants in this study are represented by 427 senior executive French employees having a university degree and minimum two years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling.

The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers.

To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.

This paper aims to use macro-level theories based on the equilibrium between the exploration and exploitation of resources in an organisation to examine the association between turnover and performance through the analysis of a professional football (soccer) team in the Premier League, namely, Manchester United Football Club.

This study compiles historical data for 24 seasons of the Premier League between 1984-1985 and 2008-2009. Using these data, the authors define measures of performance and player turnover.

The results show the existence of an inverted U-shaped relationship between exploration and exploitation (turnover processes) and group efficiency under certain conditions, such as the number of work systems considered and the period during which the level of turnover is calculated.

Most research on employee turnover suggests that reductions in turnover have a positive effect on the efficiency of the organisation. However, the present study suggests that worker turnover can be analysed using theories based on the equilibrium between the processes of resource exploitation and exploration, especially for high-performance work groups. These theories predict an inverted U-shaped relationship between turnover and performance, which has been identified through empirical analysis.

The purpose of this paper is to investigate the relationship between a challenging dimension of organizational citizenship behavior (OCB) and self-regulatory focus in an academic work setting. Job performance indicators were included to assess the nomological validity of regulatory focus measures.

Data were collected using a questionnaire conducted with 251 Spanish academic workers. The data were analyzed using structural equation modeling.

Results reveal the existence of positive relationships between promotion focus and two of the outcomes: change-oriented OCB and research-oriented performance-enhancement intention. On the other hand, prevention focus had only a significant relationship with teacher-oriented performance-enhancement intention.

The limitations of this research are twofold: on the one hand, further research should overcome the methodological limitations related with data gathering, looking for third-party measures of performance and favoring longitudinal data collection designs. On the other hand, more research is needed on the malleability of regulatory focus, defining models when prevention and promotion focus act as mediating variables.

Individuals with high levels of promotion focus will put their efforts on the tasks which are more valued in the processes of tenure, promotion and compensation. On the other hand, individuals with high levels of prevention focus will tend to meet the minimum of requirements and accomplish salient job duties. That can be taken into account when defining human resource policies, giving a high weight in the assessment of tenure and promotion programs to the tasks where the organization wants their promotion focus individuals to center their attention.

This paper is one of the first efforts of validating the Regulatory Focus at Work Scale in organizational and academic contexts different from the initial validation study. The study also contributes to research on the antecedents of change-oriented OCBs, and defines new measures of intentions to perform in specific working activities.

The purpose of this paper is to analyze the relation between the underlying dimensions of protean (self-direction and values driven) and boundaryless (boundaryless mindset and organizational mobility preference (OMP)) career attitudes (Briscoe et al., 2006) and organizational commitment, within today's unstable and uncertain business scenario.

Data were collected from 167 professionals attending graduate and postgraduate distance learning courses. The hypotheses were tested using hierarchical regression analysis.

Research results suggest that protean career attitudes contribute significantly to individuals’ emotional attachment to their employing organization. Furthermore, OMP was found to be significant in predicting both affective and continuance commitment.

First, cross-sectional correlational designs impede conclusive inferences regarding causal relationships among the variables. Second, the use of a sample of professionals attending distance learning business courses could limit the generalizability of the study findings, because the majority of the respondents were homogenous in terms of age and educational background.

Fostering individuals’ self-direction results in enhanced affective commitment to their employing organizations. Workshops oriented at clarifying and communicating organizational values, philosophy and principles can be all beneficial for strengthening employees’ commitment to the organization.

This is the first paper to test the relationship between boundaryless and protean career attitudes and organizational commitment on a European sample.

Most models of intellectual capital measurment equal intellectual capital with intellectual assets. Nevertheless, companies sometimes must incur liabilities to make intellectual assets truly actionable. This fact suggests the existence of intangible liabilities. The aim of this paper is to refine the methods of assessment of intellectual capital by refining and extending the concept of intangible liabilities.

The paper consists of a literature review of prior conceptualisations of intangible liabilities, and an empirical exploration of the employer‐employee relationships that can originate intangible liabilities.

The results of the empirical research show that a non‐fulfilment of perceived obligations by the company might cause organisational members to refrain from deploying their organisational knowledge in organisational processes. Thus, these obligations can be conceptualised as intangible liabilities.

The research has only explored intangible liabilities related to organisational members. Future research should explore the intangible liabilities that an organisation can incur with other constituencies, e.g. suppliers and clients.

Managers can improve their models of intellectual capital measurement taking into account not only the intangible assets, but also the intangible liabilities. Taking into account intangible liabilities should bring awareness of the conditions that might hinder the deployment of organisational knowledge.

The study brings a more refined, theoretically‐ and empirically‐based conceptualisation of intangible liabilities than those provided so far, aiding to develop a more robust theory of intellectual capital measurement.

The purpose of this paper is to analyze the effect of gender upon the relation between protean and boundaryless career attitudes and subjective career success, in today's dynamic and changing organizational context.

Data were collected using a questionnaire conducted on 150 graduate and post‐graduate distance learning students. The data were analyzed using structural equation modeling.

The analysis indicates that women's career success is positively related with self‐direction and negatively related with their reliance on their own values. Furthermore, the authors found a negative relation between organizational mobility preference and men's subjective career success.

A potential limitation of this study is that all participants were distance‐learning students, thus limiting the generalizability of the findings to other populations. Furthermore, cross‐sectional designs do not permit drawing conclusions regarding the causal direction.

Organizations should transform work structures and human resources policies and provide career models that allow women flexibility and more control over their work. Research results show that values‐driven predisposition may lead to low levels of perceived career success. This indirectly suggests that individuals experience intrinsic career success when their values are consistent with organizational values, and therefore they should seek work opportunities in organizations whose aim, scope, and philosophy is consistent with their ideals.

This is the first paper to shed light on gender's impact upon the relationship between protean and boundaryless career attitudes and subjective career success, in a context in which there have been calls in literature for more career research taking into account gender differences.

The purpose of this paper is to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioral patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).

A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. In total, 15 people who experienced perceived negative organizational changes participated in this research.

Through empirical qualitative research, an adapted Kübler (1969) model was used as a starting point. Co-occurrence analysis of the interviews led to the combination of the first two stages (denial and anger) of this model because they always appeared together. Two new stages (revising and deserting), based on the research of Schalk and Roe (2007), complete the model. Subsequently, the model comprised six emotional stages: denial and anger, bargaining, depression, revising, deserting and acceptance. The results show that individuals can move freely between the first four stages, but deserting and acceptance are always the final stages. Experiencing these emotional stages can influence the relationships between individuals and their social environments. During “denial and anger” and “bargaining,” the relationships with family, friends and co-workers improve; but during depression, the relationships with family and friends deteriorate, but because co-workers become much more important, those relationships improve. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.

Time’s passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants can be eliminated. Longitudinal studies at various stages of the change process would complement these results.

These results can guide managers in foreseeing and anticipating the actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals’ negative emotions on the organization.

This paper extends the existing theory about the strategies of coping and organizational changes.

Knowledge management has historically been approached in private firms as a key factor for business management. However, this is not the case for government institutions. The existing literature on the transfer of knowledge appears as a topic little addressed in government and even to a lesser degree within the police forces. This study aims to evaluate the relationship between motivation, knowledge absorption, knowledge transfer and innovative behavior in a public organization such as the Puerto Rico Police.

This quantitative research using the survey technique had the participation of 300 police officers from the 13 police regions of Puerto Rico and the research model was analyzed through partial least squares structural equation modeling.

The results contribute to the growth of the currently limited literature at identifies how motivation, knowledge absorption, knowledge transfer and institutional support influence innovative behavior.

The study discusses a series of implications on less explore the issue in how the transfer of knowledge becomes a key force to produce change and the success of all reforms. Various implications for the success of public administration in bringing a change from a bureaucratic culture to an advanced one are also discussed.