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The paper's aim is to examine how the relationships between career commitment, organizational commitment and intentions to leave, an indicator of worker well‐being, were moderated by ease of movement and sector affiliation.

The sample consisted of 340 knowledge workers (107 low‐tech, 233 high‐tech), that anonymously filled in a structured questionnaire, that included measures of organizational commitment, career commitment, perceived ease of movement, sector affiliation and intention to leave.

Analysis of the questionnaires showed that organizational commitment, unlike career commitment, is related to intentions to leave regardless of other personal or structural considerations. By contrast, ease of movement and sector affiliation moderated the relationship between career commitment and intentions to leave.

Understanding the differences between career commitment and organizational commitment, employers, especially in the high‐tech sector, should advance employees’ organizational commitment.

The intention to leave one's present place of work is a widespread phenomenon, particularly among knowledge workers. Although organizational commitment as an antecedent variable appears in many turnover intention models, career commitment has been investigated much less frequently. The current study attempts to fill this gap.

The current leadership literature has paid little attention to understanding the intervening mechanism by which leaders influence followers. In order to partially bridge this gap, the article aims to present a value‐fit charismatic leadership theory which focusses on the key intervening mechanism – person‐organization values fit.

The model was tested empirically on 180 participants, including 51 managers and 129 employees from 37 large‐scale companies in Taiwan.

Based on the block regression analysis, the results showed that CEO charismatic leadership has both direct and indirect effects on employees’ extra effort to work, satisfaction with the CEO, as well as organizational commitment, which are mediated by employees’ perceived person‐organization values fit. The findings also provided evidence that the relationship between charismatic leadership and person‐organization values fit is significant. Furthermore, the analysis also showed the significant effects of person‐organization values fit on employee outcomes.

The study shows how CEO charismatic leadership can, through the mediating effect of person‐organization values fit, have profound influence on employee outcomes.

The purpose of the article is to examine the validity and reliability of Spreitzer's and Menon's instruments in a culturally diverse environment. To test whether individualized measures of Hofstede's cultural dimensions are related to employee empowerment in the Greek context.

To investigate the multidimensional nature of the empowerment construct and the discriminant validity and reliability of its basic dimensions principal component analysis with varimax rotation is conducted. Furthermore, correlation analysis is employed to examine the relationship between empowerment, power distance and uncertainty avoidance and to compare current with existing findings. The analysis is based on valid responses from 154 Greek employed students to self‐administered surveys.

Overall, the results of the present study are congruent with the literature in the area, confirming the usefulness of a view of empowerment characterized by the dimensions of perceived control (or impact), perceived competence, and goal internalization (or meaning). Furthermore, the level of psychological empowerment in this investigation compares quite favorably with reported findings from Canada, the USA and Australia. Finally, whereas uncertainty avoidance is significantly positively associated with overall empowerment and all of its sub‐scales, contrary to expectations, power distance is unrelated to feelings of empowerment.

Although the results, in line with existing findings, seem to confirm the cross‐national validity and reliability of the Spreitzer and Menon instruments, they also tentatively indicate the potential relativity of the empowerment concept in non‐American settings – especially in terms of its important determinants. Future research should aim to refine the discriminant validity of Spreitzer's sub‐scale of self‐determination. Replication of current findings using probability sampling to address issues of potential within‐country cultural variability also warrants further consideration.

The study establishes the validity and reliability of two of the most popular instruments in the empowerment literature in the Greek context. In addition, the paper highlights links between work‐related cultural values and perceived empowerment among Greek employees – a pertinent but inadequately researched issue in Greece.

The recently introduced collective effort model (CEM) enlightens from a theoretical point of view different facets of the relationship between individual and group performance. From a more practical point of view, the Productivity Measurement and Enhancement System (ProMES) can be seen as an ideal counterpart to the CEM. ProMES is a technique enabling work groups to improve their performance. The article aims to show how CEM and ProMES can be put together.

A ProMES implementation in an industrial setting is described. Moreover, ProMES effects are analyzed by assistance of the knowledge from the CEM.

It was found that the overall positive productivity effects of ProMES can be increased if a pay‐for‐performance‐system is added on. That is, feedback reports can easily serve for the implementation of a group compensation system. Therefore, the overall effectiveness score has to be taken into account.

The paper is a useful source of information for organizations looking to better their organizational performance through the implementation of CEM and ProMES.

This paper seeks to argue that leadership is a purposive process, which is value‐transcendent, and to suggest that organizations, and leadership systems within organizations, are governed as much by beliefs as by rationality and outcomes.

The paper provides a model which incorporates three sets of value‐anchored antecedents as predictors of leader behavior is presented: work values including the Protestant work ethic and work involvement, leadership values including corporate stewardship, accountability and spiritual values including trust, humility, stewardship and community.

The paper is consistent with research that supports the role values play as personal and organizational phenomena as well as research that indicates that values and beliefs are instrumental determinants of organizational culture.

By including spiritual values as a domain of corporate values and predictors of leader behavior, the author is expanding existing value typologies and opening the discourse toward a values‐based, spiritually anchored paradigm of leadership.

The original purpose of this study was not to focus on job satisfaction, but rather to conduct an exploratory investigation of how symphony orchestra players cope with the frustrations and disappointments of orchestra life. Symphony orchestra players report surprisingly low levels of job satisfaction given the perception held by many that life and work in symphony orchestras is glamorous and rewarding.

Job satisfaction data were collected in the form of interviews and surveys from 66 musicians in an élite, major orchestra and a non‐élite, regional orchestra.

Players in both orchestras were similarly satisfied with co‐worker relationships and experienced similar levels of intrinsic work motivation and job involvement. Despite better financial resources in the major orchestra, satisfaction with opportunities for growth and opportunities to exert influence increased with tenure in the regional orchestra, whereas the opposite was true for major players.

The article discusses context‐driven job satisfaction tradeoffs associated with careers in élite versus non‐élite organizations and the role organizations may play in facilitating or impeding workers’ participation in valued activities. It emphasizes the importance of participation in valued activities as a key driver of job satisfaction.

A distinguishing feature of the successful “post‐Network Age” enterprise is its intrinsic entrepreneurial character that manifests itself in key organizational knowledge practices relating to organizational culture, processes, content and infrastructure. The purpose of this article is to explore organizational knowledge‐based practices.

The article reports on the outcome of field research in which entrepreneurial firms in four geographic regions were analyzed with the help of a diagnostic research tool specifically developed for profiling organizational knowledge‐based practices. The diagnostic tool was applied in firms located in Silicon Valley in the USA, Singapore, The Netherlands and Israel.

Key practices that were found to be common to leading‐edge firms in all regions included: a propensity for experimentation; collective sharing of knowledge, and collective decision making. The paper describes the research in terms of a cross‐cultural comparison of the four regions, derives key determinants of competitiveness, profiles regional characteristics which enhance innovation and entrepreneurship and closes with a discussion on the implications of the research outcomes for entrepreneurial firms seeking to build a global presence.

The research provides evidence that innovative, entrepreneurial firms – no matter where they are located – tend to exhibit organizational knowledge practices, cultural beliefs, values and behavioral norms that are more akin than dissimilar, regardless of national context.