TY - JOUR AU - Ton, Anh Don AU - Hammerl, Laszlo AU - Szabó-Szentgróti, Gábor TI - Factors of cross-functional team coopetition: a systematic literature review JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 36 PY - 2023 IS - 1 SP - 27 EP - 40 PG - 14 SN - 0898-5952 DO - 10.56811/PIQ-21-0037 UR - https://m2.mtmt.hu/api/publication/33667079 ID - 33667079 LA - English DB - MTMT ER - TY - JOUR AU - Chae, Chungil AU - Yoon, Seung Won AU - Jo, Sung Jun AU - Han, Seung-hyun TI - Structural Determinants of Human Resource Development Research Collaboration Networks: A Social-Network Analysis of Publications Between 1990 to 2014 JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 33 PY - 2020 IS - 1 SP - 7 EP - 30 PG - 24 SN - 0898-5952 DO - 10.1002/piq.21314 UR - https://m2.mtmt.hu/api/publication/31421486 ID - 31421486 N1 - Higher Education Learning Technologies, Texas AM University-Commerce, United States Gachon University, South Korea Learning, Leadership and Organization Development, LLOD at University of Georgia, United States Cited By :2 Export Date: 17 March 2022 Correspondence Address: Jo, S.J.; Gachon UniversitySouth Korea; email: sungguri@gmail.com AB - Co-authorship is a product of social capital. Co-authorship is an example of knowledge exchange that expands social capital. During the collaboration, authors exchange their knowledge, resources, and information. Co-authors' repeated relationships generate trust, norms, and networks, thereby creating positive values. To investigate patterns and characteristics of the human resource development (HRD) scholars' collaboration networks, this study applied social network analysis (SNA). The exponential random graph model (ERGM) was used to analyze the influence of structural determinants of co-author collaboration networks that appeared in four major HRD journals from 1990 to 2014. Empirical results confirmed that AHRD co-authorship displays both the small-world phenomenon and a scale-free network whose network-formation processes are influenced by authors' mutual and transitivity-related closure relationships, including multiple 2-paths and edge-wise shared partners. Implications for how author collaborations must be understood and encouraged are also discussed. LA - English DB - MTMT ER - TY - JOUR AU - Lunsford, Dale L. AU - Dolison, Chiquila N. TI - The Roles of Human Resource Development in Developing the Whole Person with Disabilities: A Conceptual Model JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 31 PY - 2019 IS - 4 SP - 397 EP - 418 PG - 22 SN - 0898-5952 DO - 10.1002/piq.21283 UR - https://m2.mtmt.hu/api/publication/30445122 ID - 30445122 LA - English DB - MTMT ER - TY - JOUR AU - Amalnick, M S AU - Zadeh, S A TI - Concurrent Evaluation of Customer Relationship Management and Organizational Excellence: An Empirical Study JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 30 PY - 2017 IS - 1 SP - 55 EP - 88 PG - 34 SN - 0898-5952 DO - 10.1002/piq.21240 UR - https://m2.mtmt.hu/api/publication/26509215 ID - 26509215 LA - English DB - MTMT ER - TY - JOUR AU - Eatough, Erin AU - Chang, Chu-Hsiang AU - Hall, Nicholas TI - Getting Roped In: Group Cohesion, Trust, and Efficacy Following a Ropes Course Intervention JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 28 PY - 2015 IS - 2 SP - 65 EP - 89 PG - 25 SN - 0898-5952 DO - 10.1002/piq.21183 UR - https://m2.mtmt.hu/api/publication/32565951 ID - 32565951 AB - The aim of this study was to explore the potential beneficial workgroup outcomes of a ropes course challenge intervention. Using three distinct samples (a military group, a medical facility workgroup, and a utility company workgroup), this study explored the systematic individual and group-oriented outcomes achieved. Significant changes in group cohesion, group member trust, and group-efficacy were found post-ropes course intervention in all three samples. Two of the three samples additionally demonstrated improvement in employees' self-efficacy. Sample 3 examined trait coping style and demonstrated that employee social support coping predicted degree of change in group cohesion, but in an unexpected direction. Taken together, results suggest experiencing a ropes course challenge may foster improvement in group member trust, group- and self-efficacy, and group cohesion-especially for individuals who are unaccustomed to seeking social support under stress. The potential gains of ropes course challenge interventions for workgroups may have been previously underestimated. LA - English DB - MTMT ER - TY - JOUR AU - Park, Sunyoung AU - Song, Ji Hoon AU - Kim, Junhee AU - Lim, Doo Hun TI - What Makes an Organization a Great Place to Work in South Korea? JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 28 PY - 2015 IS - 1 SP - 27 EP - 48 PG - 22 SN - 0898-5952 DO - 10.1002/piq.21185 UR - https://m2.mtmt.hu/api/publication/32565722 ID - 32565722 AB - The purpose of this study is to identify diverse factors that positively and negatively affect a workplace and to suggest a model for great places to work in South Korean organizational contexts. The research questions guiding the study are (a) What are the most desirable characteristics of a great place to work? and (b) What are the most undesirable characteristics of a bad place to work? An online survey and mobile application with two questions asking about the components of the most desirable and undesirable characteristics of workplaces were distributed to 1,500 randomly selected job seekers and currently employed persons in various organizations in South Korea. Out of the 1,500 surveys sent, 786 people responded (a response rate of 53%). Based on the survey data, the study identified various factors that positively and negatively affect people's perceptions of a great or bad place to work, including employee welfare, pay, working hours, work environments, and interpersonal relationships. From an in-depth analysis, the study proposes a model for great places to work in South Korea. Discussions and implications for practice and future research are included. LA - English DB - MTMT ER - TY - JOUR AU - Vadivelu, Ramaswamy N AU - James, D Klein TI - The influence of national and organizational culture on the use of performance improvement interventions JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 1 PY - 2011 SP - 97 EP - 115 PG - 19 SN - 0898-5952 DO - 10.1002/piq.20106 UR - https://m2.mtmt.hu/api/publication/22697201 ID - 22697201 LA - English DB - MTMT ER - TY - JOUR AU - David, Ripley AU - Irene, Hudson AU - Robin, Turner AU - AAhad, Osman-Gani TI - Cross-national Similarities and Differences in Employee Perceptions of Issues in the Work Environment JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 19 PY - 2006 SP - 41 EP - 66 PG - 26 SN - 0898-5952 DO - 10.1111/j.1937-8327.2006.tb00356.x UR - https://m2.mtmt.hu/api/publication/22701020 ID - 22701020 LA - English DB - MTMT ER - TY - JOUR AU - Cseh, Maria AU - Ardichvili, Alexandre AU - Gasparishvili, Alexander AU - Krisztián, Béla AU - Nemeskéri, Zsolt TI - Organizational Culture and Socio-Cultural Values: Perceptions of Managers and Employees in Five Economies in Transition JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 17 PY - 2004 IS - 2 SP - 5 EP - 27 PG - 23 SN - 0898-5952 DO - 10.1111/j.1937-8327.2004.tb00305.x UR - https://m2.mtmt.hu/api/publication/1602051 ID - 1602051 LA - English DB - MTMT ER - TY - JOUR AU - Ardichvili, Alexander TI - Leadership Styles of Russian Enterprise Managers. The Effect of Transactional and Transformational Behaviors on Employees' Evaluation of Managerial Performance TS - The Effect of Transactional and Transformational Behaviors on Employees' Evaluation of Managerial Performance JF - PERFORMANCE IMPROVEMENT QUARTERLY J2 - PERFORM IMPROV QUART VL - 14 PY - 2001 IS - 1 SP - 96 EP - 117 PG - 22 SN - 0898-5952 DO - 10.1111/j.1937-8327.2001.tb00203.x UR - https://m2.mtmt.hu/api/publication/26098838 ID - 26098838 LA - English DB - MTMT ER -