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The purpose of this paper is to examine how creative self-efficacy and physical work environment mediate and moderate the relationship of transformational leadership with employee creativity and organizational innovation.

The data were collected from 254 managers working in two major automotive manufacturing units in India. The survey response rate was 81.9 percent. The data were analyzed using structural equation modeling.

The study findings suggest that transformational leadership augments employee creativity. The authors show that employee creative self-efficacy acts as a mediator and physical work environment as a moderator in the relationship between transformational leadership and employee creativity.

The study contributes by examining mediating and moderating influences in the relationship between transformational leadership and employee creativity. The data were collected from an important industry in a large, emerging economy that has received much less research attention relative to its size and significance.

The five articles in this section focus on topics such as pay-for-performance (P4P), high-commitment/high-involvement work practices, and safety culture. Interestingly, the link among all of these articles is in understanding and translating best practices in HRM from manufacturing organizations to health care organizations.

Health care organizations are facing the dual challenge of providing high-quality patient care at an affordable price. In this article, we argue that the role of people, or human resource management (HRM), and information, or health information technologies (HIT), is crucial in surmounting the above challenge. Specifically, we contend that HRM and HIT in health care are fundamental rather than support functions, and health care organizations need to build internal capabilities in both HRM and HIT to manage these resources effectively. Health care organizations vary in their levels of HRM and HIT capabilities. A few exceptional health care organizations have built both of these capabilities and have derived significant complementarities between HRM and HIT that, in turn, have allowed them to be leaders in value-based health care delivery. Several health care organizations have developed capabilities in either HRM or HIT but not in both, and still others have developed capabilities in neither function. Outsourcing of HRM and HIT by health care organizations is likely to hamper the integration and embedding of these functions in organizational operations. Although HIT has attracted significant attention from policy makers and health care organizations alike, it is not so with HRM. Most large-scale HIT initiatives that proceed without strong HRM capabilities are likely to result in disappointing outcomes. This occurs because the organizational change and development embodied in major HIT initiatives often cannot be sustained without strong HRM capabilities.

The purpose of this paper is to develop measures of charisma and vision and to examine their influences on follower‐level outcomes in four countries, namely, India, Singapore, the UK, and the USA.

The authors conducted a series of three studies. In the first study, conducted in Singapore, an open‐ended questionnaire was used to gather statements of charisma and vision for developing charismatic and visionary categories or themes. The second study, also conducted in Singapore, involved constructing items to represent various categories or themes of charisma and vision, collecting data, and performing factor analyses to develop dimensions of charisma and vision. The third study validated the measures of charisma and vision developed in the first two studies across national samples drawn from two Asian (India and Singapore) and two Western countries (the UK and the USA), and examined the relationships of charismatic and visionary dimensions with motivation, satisfaction, cooperation, and performance of employees.

One major dimension of charisma, social sensitivity, and two key dimensions of vision, daring/change‐seeking and expertise/knowledge, universally emerged across all four countries. Social sensitivity showed highly significant positive relationships with motivation and satisfaction of followers across all four countries. The daring/change‐seeking leadership was highly positively related to motivation, satisfaction, cooperation, and performance of employees in the UK and the USA only. Expertise and knowledge showed relatively stronger relationship with follower outcomes in India and Singapore than in the UK and the USA.

The study identifies charisma and vision as two basic components of transformational leadership, develops new measures of these constructs, and examines their relationships with follower‐level outcomes.

To face the onslaught of hypercompetition, organizations need to be responsive and flexible. The human factor, if managed effectively, is perhaps the most important in imparting organizational flexibility. Managing the human factor as a competitive tool falls in the domain of strategic human resource management. This article discusses the state of HRM in Singapore. It identifies five important issues in strategic HRM field that, if fully understood, would help scholars and practitioners develop better theoretical frameworks. Specifically, it is proposed that the link between HR and strategy depends on the type of strategy pursued by the organization; organizational culture influences the status of HR and its integration with the rest of the organization; the competencies of HR managers affect the status of HR and its link with organizational strategy; HR strategy or lack of it affects the HR function’s vertical and horizontal fits; these factors all influence the outsourcing of HR activities.