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The International Journal of Human Resource Management Volume 21, 2010 - Issue 11
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Original Articles

Performance implications for the relationships among top management leadership, organizational culture, and appraisal practice: testing two theory-based models of organizational learning theory in JapanFootnote

Yuhee Jung Department of Business Administration, Meiji University, Tokyo, Japan
&
Norihiko Takeuchi School of Business, Aoyama Gakuin University, Tokyo, JapanCorrespondence[email protected]
Pages 1931-1950 | Published online: 29 Sep 2010

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Min Min, Xia Zhou & Zhen Zhang. (2023) Interactive mechanisms between formal and informal knowledge governance mechanisms in predicting knowledge processes in China. Knowledge Management Research & Practice 0:0, pages 1-13.
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Inju Yang, Philip J. Kitchen & Sabine Bacouel-Jentjens. (2017) How to promote relationship-building leadership at work? A comparative exploration of leader humor behavior between North America and China. The International Journal of Human Resource Management 28:10, pages 1454-1474.
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Norihiko Takeuchi & Tomokazu Takeuchi. (2013) Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry. The International Journal of Human Resource Management 24:11, pages 2089-2106.
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