Performance implications for the relationships among top management leadership, organizational culture, and appraisal practice: testing two theory-based models of organizational learning theory in JapanFootnote1. An earlier version of this paper was presented at the 23rd European Group for Organizational Studies (EGOS) Colloquium held in Vienna on 5–7 July 2007. A part of this research was supported by the Grant-in-Aid for Scientific Research (B) sponsored by the Ministry of Education, Culture, Sports, and Technology (MEXT), Japan, which was awarded to the second author of this paper (No. 19730264).
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