The effects of organizational agility and learning agility on job crafting: Moderating effect of team learning behavior

2020 ◽  
Vol 29 (8) ◽  
pp. 241-258
Author(s):  
Eun-Jeong Jeon ◽  
Myeong-Jong Kim ◽  
Seung-Dong Yoo
Keyword(s):  
Team Learning ◽  
Moderating Effect ◽  
Job Crafting ◽  
Learning Behavior ◽  
Organizational Agility ◽  
Learning Agility

scholarly journals The effects of growth orientation and job crafting on creative behavior

2019 ◽  
Vol 32 (4) ◽  
pp. 389-417
Author(s):  
Eunyoung Seo ◽  
Jinkook Tak
Keyword(s):  
Online Survey ◽  
Moderated Mediation ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Job Crafting ◽  
Mediation Effect ◽  
Future Research ◽  
Growth Orientation ◽  
Creative Behavior ◽  
The Relationship

The purpose of this study was to examine the relationships among growth orientation, job crafting and creative behavior. Specifically, this study examined the mediating effect of job crafting on the relationship between growth orientation and creative behavior. Also, this study was intended to examine the moderating effect of development culture on the relationship between growth orientation and job crafting. In addition, the moderated mediation effect of developmental culture was examined in relation to growth orientation and creative behavior. Data were collected among 294 employees who were working in various companies via online survey. The results showed that growth orientation was positively related to job crafting and creative behavior, and job crafting partially mediated the relationship between growth orientation and creative behavior. Also when development culture of the organization was strong, the relation of growth orientation to job crafting was stronger, confirming the moderating effect of development culture. In addition, the moderated mediation effect of developmental culture was found. Based on the results of this study, implications, l implications, limitations, and future research were discussed.

scholarly journals When Leadership Powers Team Learning: A Meta-Analysis

2018 ◽  
Vol 49 (4) ◽  
pp. 475-513 ◽  
Author(s):  
Mieke Koeslag-Kreunen ◽  
Piet Van den Bossche ◽  
Michael Hoven ◽  
Marcel Van der Klink ◽  
Wim Gijselaers
Keyword(s):  
Team Learning ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Team Leadership ◽  
Task Type ◽  
Learning Behavior ◽  
Team Processes ◽  
Support Team

Team learning behavior is found to be one of the most effective team processes, as learning behavior at the team level (e.g., sharing, discussing, and reflecting on knowledge and actions) enables teams to adapt existing or develop new knowledge. Team leadership behavior is considered a critical accelerant for creating conditions that are essential to engage in team learning behavior, such as a safe environment. Yet despite the growing amount of research in team learning, this relationship remains unclear. Meta-analytic techniques were used to examine when team leadership behaviors support team learning behavior and how the task type moderates that relationship. Forty-three empirical studies reporting 92 effect sizes were synthesized. Analyses show that team leadership behavior explains 18% of the variance in team learning behavior. Furthermore, results indicate that person-focused leaders foster team learning for both adaptive and developmental tasks, whereas task-focused leaders influence team learning for adaptive tasks only.

Sign in / Sign up

Export Citation Format

Share Document