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This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by organisational justice (distributive and procedural justice). The authors define SPTS as employees’ self-conceptualisation of talent, formed by inferring the organisation’s initiatives regarding training and development opportunities and through informal recognition by others.

The authors measured SPTS using eight items on a five-point scale. Through an internet survey company, the authors initially surveyed 1,207 full-time employees from 300 Japanese companies with ≥ 300 employees. In the second round of the survey, conducted after approximately two weeks, 876 (82.9%) responses were collected from the initial 1,207 respondents, which were used for the final analysis.

SPTS was directly and positively related to work engagement, organisational commitment, distributive justice and procedural justice. In learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by distributive justice. In non-learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by procedural justice.

Given SPTS’s positive impact on employee outcomes, to eliminate the information asymmetry between organisations and talent due to strategic ambiguity, organisations should increase SPTS by helping talents perceive the plethora of development opportunities in the talent pool.

The results demonstrate the utility of SPTS for improving employee outcomes based on strategic talent management (TM) mechanisms including talent rewards, talent development opportunities and promotions. Furthermore, the results demonstrate that distributive justice plays an important role in the build-based TM context of learning organisations.

This study aimed to investigate the mechanisms of knowledge brokering and role crafting structures that promote the active engagement of older workers at work.

The respondents were workers in Japan aged 55–64 years. A two-wave panel survey was conducted. The first and second survey waves included 1,527 and 1,467 respondents, respectively.

The results showed that knowledge brokering positively influenced work engagement directly and indirectly. In the three dimensions of role crafting, cognitive and task crafting had a positive effect on work engagement.

This study focused on older workers in Japan. Therefore, it is necessary to verify whether the same effect is observed in countries other than Japan or among younger workers.

On an individual level, older workers should aim to keep acquiring new information inside and outside the organisation. On an organisational level, it is effective to increase opportunities for older workers to craft their work according to the socioemotional selectivity and selection optimisation and compensation theories.

This study reveals that knowledge brokering and cognitive crafting in role crafting have an important influence on the work engagement of older workers. Additionally, this study clarifies the impact of job crafting on older workers not only from the perspective of resource crafting to achieve person-job fit but also from the perspective of reframing perceptions through cognitive crafting in role crafting. These findings enable a clearer understanding of the relationship between role crafting and knowledge brokering, as well as the socioemotional selectivity and selection optimisation and compensation theories.

The purpose of this study is to investigate the role of knowledge brokers in Japanese communities of practice (CoP). This is because if knowledge brokers can connect across boundaries and introduce practices into another CoP, they can contribute by introducing practices as tacit knowledge to another CoP.

This study examines five hypotheses on knowledge brokers with respect to multi-membership in CoPs, knowledge brokering and career adaptability. In this study, an online questionnaire was administrated to 412 business persons, all employed by Japanese companies.

In line with the predictions, the results show that the cognition and behavior of multi-membership were composed of two factors: “creation and integration of diverse opinions” and “acceptance of diverse opinions”. With respect to covariance structure analysis, “concern”, one of the factors of career adaptability, had both direct and indirect effects on “knowledge brokering”. “Creation and integration of diverse opinions”, one of the factors of the cognition and behavior of multi-membership, had direct effects on “knowledge brokering”.

Given that the data presented in this study are limited to knowledge brokers in Japanese CoPs, the study needs to be extended to an international context and to other kinds of knowledge brokers.

This study contributes to the findings which show the complexity of multi-membership and career adaptability. Upon closer examination, each subscale of multi-membership and career adaptability shows a different effect on knowledge brokering. In other words, this study reveals the importance of proactive behavior in integrating diverse opinions for knowledge brokering.