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This essay presents persona as a trajectory of contemporary art in the post- industrial art world, in which artists' "work" increasingly includes non-art activities such as networking and media publicity. After discussing pressing issues in art scholarship in regards to the disciplinary tradition and persona studies, I analyse the image of the Japanese artist Yayoi Kusama (b. 1929) who has been operating in the Western-dominated international art world since the 1960s. Arriving in the U.S. in 1957, Kusama quickly became one of the most prolific and notorious artists in New York. However, by the early 1970s she returned to Japan and has since been living voluntarily in a psychiatric hospital. Art historical assessments of Kusama's work have generally been confined within the Western theoretical parameters of feminism and psychoanalysis. Here, I draw attention to her persona: a "non-art" topic that has largely been ignored within the modernist discipline of Art History, which insists on an object-based formalist methodology. I critique this tendency by demonstrating how an artist's persona can become a medium of art and politics, and how an artist's artworks can become by-products of the artist's larger-than-life public persona. I trace Kusama's effort at persona cultivation from New York in the early 1960s, and particularly explore her satirical and ironic use of the cultural, racial, and gendered stereotypes about Japanese women. Based on archival research and aesthetics analysis, I argue that Kusama exploited the commercial value of her Japanese body and identity at a time when escalating Cold War national pride and xenophobia jeopardised her career in New York. By discussing how she pursued self-promotion and commercial success, this paper also portrays the commercialization of art and artists during the 1960s.

Purpose
– The purpose of this paper is to identify factors that facilitate individual knowledge sharing. Specifically, the authors investigated the roles of coworker support and individual characteristics, i.e., exchange ideology and learning orientation on knowledge sharing.


Design/methodology/approach
– Data were collected from questionnaires distributed to employees and their direct supervisors in two companies in South Korea. Hierarchical regression analyses and simple slope test were performed to test the hypotheses.


Findings
– Coworker support and learning orientation is positively but exchange ideology is negatively related to knowledge sharing. Furthermore, when coworker support is low, knowledge sharing is mainly dependent on each individual's characteristics. However, when coworker support is high, employees showed high level of knowledge sharing irrespective of their individual characteristics.


Research limitations/implications
– This study suggested that the support from coworker as well as individuals' characteristics plays an important role in determining their knowledge sharing behaviors. Moreover, the authors found the significant interaction effects of coworker support and individual characteristics on knowledge sharing, drawing on insights from trait activation theory.


Practical implications
– For organizations to encourage individual knowledge sharing behaviors, they may need to maintain the work environment that encourages the peer workers to support each other.


Originality/value
– Although many actions have been adopted to foster knowledge management in organizations, employees may still be reluctant to share their knowledge. This paper highlights not only the main effects of coworker support and individual differences but also the interaction effect between them in facilitating knowledge sharing.

Women We Love: Femininities and the Korean Wave is an edited volume exploring femininities in and around the Korean Wave since 2000. While studies on the Korean Wave are abundant, there is a dearth of thought put toward the female-identifying stars, characters, and fans who shape and lead this crucial cultural movement. This collection of essays is one of the first works to focus on gender and the key female actors of this global phenomenon. Using ""women"" as.

Utilizing social cognitive theory, we suggest that leader influence tactics convey salient social cues to be incorporated into followers' self-efficacy evaluation, which shapes their engagement in organizational citizenship behavior (OCB). We contend that leader soft tactics enhance followers' self-efficacy and thereby foster their OCB, whereas leader hard tactics damage their self-efficacy and ultimately hamper their OCB. Further, we propose that organizational justice functions as a key boundary condition for these contentions, as the fair work environment makes social cues from these tactics salient. To test the hypotheses, we collected the data of 198 supervisor-subordinate dyads from various companies located in South Korea. As expected, soft tactics were positively related to self-efficacy, and their indirect effect on OCB toward individuals (i.e., OCBI) via self-efficacy was positive. In addition, the effect of soft tactics on self-efficacy and the indirect effect of soft tactics on OCBI via self-efficacy were stronger when organizational justice was higher. However, self-efficacy was not significantly related to OCB toward the organization (i.e., OCBO), and the indirect effect of soft tactics on OCBO via self-efficacy was not significant. Notably, hard tactics were not significantly related to self-efficacy, and organizational justice did not moderate this relationship. Further, the proposed indirect and conditional indirect effects of hard tactics were not significant. Overall, our research shows that soft tactics can be powerful tools for leaders to enhance followers' self-efficacy and, ultimately, foster their OCB, especially when organizational justice is established at work.

Purpose– By applying conservation-of-resource (COR) theory, the purpose of this paper is to examine the effect of a leader's destructive behaviors, i.e., abusive supervision, on employee knowledge sharing and the moderating effects of learning goal orientation and self-enhancement motives on the aforementioned relationship.Design/methodology/approach– The hypotheses were tested using regression analysis on data from 245 employees in South Korea.Findings– The results showed that abused employees who experience depleted resources are likely to reduce their level of knowledge sharing, in accordance with COR theory. Furthermore, this research demonstrated that the negative effects of abusive supervision may differ depending on individual factors. Specifically, when an individual employee has low internal motivation or available resources for knowledge sharing (low learning orientation and high self-enhancement motive), the detrimental consequence of abusive supervision on knowledge sharing is worsened.Practical implications– The research suggests that managers should be aware of the deleterious effects of abusive supervision on knowledge sharing and should invest more time and effort in preventing abusive supervision in the workplace.Originality/value– Although organizations might invest significant amounts of effort in knowledge sharing, abusive supervision could be a barrier that discourages employees' knowledge sharing. Yet, the strength of aforementioned relationship is dependent on individual factors. In order to achieve organizational effectiveness through knowledge sharing, the critical role of leaders' behavior and employees' characteristics or motivation should not be overlooked.

Although empowering leadership is generally considered to be a desirable leadership approach, its effectiveness has been questioned and the response is mixed. Integrating the "Too-Much-of-a-Good-Thing" effect and dual task processing, this study examines the relationship between empowering leadership and task performance. Specifically, we suggest a curvilinear relationship between empowering leadership and employee task performance. Further, applying a leadership contingency perspective, we propose that the curvilinear relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Using survey data from 137 supervisor–subordinate dyads, our results show that the inverted U-shaped relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Theoretical and practical implications are discussed.

We examined the effect of leader narcissism on the change-oriented organizational citizenship behavior of subordinates and the mediating role of leader–member exchange (LMX) in this relationship. We further proposed that perceived overall justice would moderate the relationship
between leader narcissism and LMX. We used data from 158 pairs of squadron leaders and subordinates in 4 battalions of the Korean Army. Hierarchical regression analysis results confirmed the proposed effects and further revealed a stronger positive relationship between leader narcissism and
LMX when perceived overall justice was high versus low. Theoretical and practical implications are discussed.

We proposed a 3-way interaction between empowering leadership, intrinsic motivation, and task visibility to predict employee creativity. Participants were 224 employee–leader dyads working in South Korean firms. Results showed that in situations of high task visibility, empowering
leadership related more positively to creativity for employees with low rather than high motivation. In contrast, in situations low in task visibility, empowering leadership related more positively to creativity for employees with high rather than low motivation. Thus, our results confirmed
the importance of the 3 factors for enhancing employee creativity.