Riki Takeuchi

An Empirical Examination of the Mechanisms Mediating between High-Performance Work Systems and the Performance of Japanese Organizations

The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organizations overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.

Employment Flexibility and Firm Performance: Examining the Interaction Effects of Employment Mode, Environmental Dynamism, and Technological Intensity

Building on recent arguments advocating the benefits of different types of employment flexibility, we examine the relationships among the four types of employment (knowledge-based, job-based, contract, and alliances) and firm performance. The results indicate that a greater use of knowledge-based employment and contract work is positively associated with firm performance. The results also indicate that both knowledge-based employment and contract work positively interact with job-based employment to impact firm performance. In addition, the relationships between knowledge-based employment and firm performance, as well as between job-based employment and firm performance, vary across levels of technological intensity.

A Critical Review of Expatriate Adjustment Research Through a Multiple Stakeholder View: Progress, Emerging Trends, and Prospects

This article is a critical review of the expatriate adjustment literature that focuses on studies that have considered other stakeholders in addition to expatriates themselves. To highlight current knowledge in this area, the most important, implicit assumptions that scholars seem to have made and that may have restricted the theoretical and empirical advancement of the literature are delineated. By focusing on these assumptions, this article underscores the importance of other stakeholders in influencing or being influenced by expatriates. This article also highlights three theoretical perspectives as exemplars to extend the existing literature. By so doing, this review identifies gaps and stimulates new research directions on expatriate adjustment.

The Role of Goal Orientation During Expatriation: A Cross-Sectional and Longitudinal Investigation

Using cross-sectional and longitudinal data from expatriates in China, the authors investigated the roles of general, work, and interaction adjustment, as well as work stress, as mediators between the antecedents (learning, proving, and avoiding goal orientations, and perceived organizational support) and expatriate outcome (job performance and premature return intention) relationships. Results indicated that goal orientations toward overseas assignments had differential relationships with expatriate job performance and premature return intention. In addition, it was found that these relationships were partially mediated by expatriate adjustment facets. Implications for expatriate adjustment research and practice are discussed.

Matching Leadership Styles with Employment Modes: Strategic Human Resource Management Perspective

Researcher have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital. At the same time, it has been well recognized that leadership plays a critical role in effective management of employees [Burns, J. Z., & Otte, F. L., Hum. Resour. Dev. Q. 10 (1999) 225; Sims Jr., H. P., & Manz, C. C. (1996). Company of heros: Unleashing the power of self-leadership. New York: Wiley]. However, scant research exists that integrates these two seemingly disparate streams of research. By drawing on strategic human resource management and leadership literatures, we provide a typology of employment mode - leadership style fit that matches leadership styles with the requirements of different employee groups. Building on strategic human resrouce management, we recognize that different groups of employees are managed differently and may require different leadership styles. Based on contingency approaches to leadership, we explore leadership style most consistent with the underlying objectives and psychological obligations underlying different groups of employees. Implications of this fit for researchers and managers as well as directions for future research are discussed.

Do High-Commitment Work Systems Affect Creativity? A Multilevel Combinational Approach to Employee Creativity

In this article, some information about the data used in the article and a citation were not included. The details of the corrections are provided.] This study uses 3-level, 2-wave time-lagged data from a random sample of 55 high-technology firms, 238 teams, and 1,059 individuals in China to investigate a multilevel combinational model of employee creativity. First, we hypothesize that firm (macrolevel) high-commitment work systems are conducive to individual (microlevel) creativity. Furthermore, we hypothesize that this positive crosslevel main impact may be combined with middle-level (mesolevel) factors, including team cohesion and team task complexity, such that the positive impact of firm high-commitment work systems on individual creativity is stronger when team cohesion is high and the team task more complex. The findings from random coefficient modeling analyses provide support for our hypotheses. These sets of results offer novel insight into how firms can use macrolevel and mesolevel contextual variables in a systematic manner to promote employee creativity in the workplace, despite its complex nature.

The relativity of HR systems: conceptualising the impact of desired employee contributions and HR philosophy

In this paper, we offer a framework for conceptualising and investigating the relativity of human resource (HR) systems across organisations and some of the reasons behind this relativity. We do so by extending the behavioural perspective in strategic HR management research and argue that two variables, HR philosophy and desired employee contributions, play an instrumental role in organisational choices regarding the types of HR policies used to manage employees within and across organisations. We propose that the dimensions of desired employee contributions determine which sets of HR policies are feasible while HR philosophy governs the specific choices of HR policies within firms. Future directions and implications are also discussed.

Too many motives? The interactive effects of multiple motives on organizational citizenship behavior.

Prior research indicates that employees engage in organizational citizenship behaviors (OCBs) because of prosocial values, organizational concern, and impression management motives. Building upon and extending prior research, we investigate all 3 OCB motives by developing a categorization scheme to differentiate their distinctiveness and by building a contextualized argument regarding their interactive effects on OCB in a more collectivistic culture. In a sample of 379 Chinese employee-supervisor dyads from Taiwan, we found that the relationship between prosocial values motives and OCBs directed at individuals was strengthened by organizational concern motives; likewise, the relationship between organizational concern and OCBs directed at the organization was strengthened by prosocial values motives. However, in contrast to prior research (Grant & Mayer, 2009), the relationship between prosocial values motives and OCBs directed at individuals was weakened by impression management motives. A 3-way interaction between all 3 motives further suggests that, in Asian cultures, impression management motives may undermine the positive effects of prosocial values and organizational concern motives on OCBs directed at individuals but not OCBs directed at the organization.

The impact of international experiences for expatriates’ cross-cultural adjustment A theoretical review and a critique

While the importance of international experience for advancement to the executive suites and firm performance has been well recognized, meta-analytic findings illustrating the impact of prior international experiences on the cross-cultural adjustment of expatriates have been discouraging. In the current study, we provide a theoretical review and critique of the cross-cultural adjustment literature by highlighting issues associated with conceptualization and operationalization of international experiences. By providing a narrative review of the existing studies on international experiences, we underscore the nature of the existing international experience measures and provide a synthesis for future research. Discussion of the implications of the different measures of international experience is also provided.While the importance of international experience for advancement to the executive suites and firm performance has been well recognized, meta-analytic findings illustrating the impact of prior international experiences on the cross-cultural adjustment of expatriates have been discouraging. In the current study, we provide a theoretical review and critique of the cross-cultural adjustment literature by highlighting issues associated with conceptualization and operationalization of international experiences. By providing a narrative review of the existing studies on international experiences, we underscore the nature of the existing international experience measures and provide a synthesis for future research. Discussion of the implications of the different measures of international experience is also provided.

Expatriates’ Performance Profiles: Examining the Effects of Work Experiences on the Longitudinal Change Patterns:

Using four-wave, longitudinal, archival data sets from an expatriate sample (237 engineers and 191 managers) working in China, we explore whether different performance change patterns exist for expatriates during their international assignments and how work-related experiences accumulated prior to the assignments relate to performance change patterns. Using a latent class growth analysis, we identify the coexistence of four distinct longitudinal change patterns of expatriate job performance (i.e., u-curve, learning-curve, stable high-performance, and stable low-performance patterns). Further, we demonstrate that three different types of prior work experiences (i.e., international, job, and organizational) are important antecedents of such performance change patterns. Specifically, expatriates with moderate levels of work experiences displayed a u-curve pattern, expatriates with a high level of international work experience but low levels of job and organizational experiences displayed a learning-curve pattern, expatriates with an abundance of work experiences started off with a high level of job performance and maintained this performance level over the course of the international assignment, and expatriates with insufficient work experiences started off with a low level of job performance and were unable to improve their performance during the course of their international assignments. This set of findings contributes to the expatriation literature by highlighting the coexistence of multiple subgroups with different performance-change patterns based on prior work experiences and providing an effective integration of the social learning perspective and the human capital accumulation perspective.