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Developing talented human resources through learning entails nurturing innovation and improving competitiveness; to achieve innovation, tech-based SMEs within or around Korean technoparks must undertake learning organisation activities (LOAs). Our results demonstrate that six dimensions of the LOA model have more validity or a better model fit than the previous seven dimensions of the LOA model. Furthermore, three important sub-variables of LOAs (i.e., creating continuous learning opportunities, establishing systems to capture and share learning and providing strategic leadership for learning) have a positive and significant effect on learning transfer. Finally, transferring LOAs was found to mediate the relationship between LOAs and innovativeness by creating continuous learning opportunities (and future directions) and by providing strategic leadership for learning.

We investigated the relationships among power distance, collectivism, punishment, and a multidimensional construct of silence. Participants were 628 full-time employees of 27 heavy-industry companies in South Korea. Confirmatory factor analysis and structural equation modeling were
performed to test our hypothesized model. The results revealed that power distance induced acquiescent silence; however, power distance did not have any impact on defensive silence. Collectivism also generated acquiescent silence but did not influence prosocial silence; and punishment increased
defensive silence.

We conducted a survey to verify the relationship between vertical and horizontal collectivism and Chinese organizational citizenship behavior (Chinese OCB) with a focus on the moderating effects of guanxi. Data were collected through emails and an online survey from 432 full-time Chinese
employees. The findings of the study indicated that collective orientation was positively related to Chinese OCB, and that guanxi moderated only the relationship between vertical collectivism and Chinese OCB. Our findings help strengthen the understanding of the dimensions of Chinese OCB.
Theoretical contributions are discussed; in particular, possible reasons for the nonsignificant moderating effects of guanxi on horizontal collectivism and Chinese OCB are given. Study results provide not only practical implications for existing employers or human resource managers, but also
for start-up entrepreneurs in their human resource management practices and innovative policies. Limitations of the study are pointed out and topics for future research are suggested.

We conducted a survey with 744 highly skilled full-time employees of South Korean conducted a survey with 744 highly skilled full-time employees of South Korean organizations to examine the associations among 2 organizational factors, namely to examine the associations among 2 organizational
factors, namely centralization and communication opportunities, and 2 distinct forms of employee silence, and communication opportunities, and 2 distinct forms of employee silence, namely acquiescent and prosocial silence. Confirmatory factor analysis and structural acquiescent and prosocial
silence. Confirmatory factor analysis and structural equation modeling were performed to test our hypothesized model. The findings revealed that modeling were performed to test our hypothesized model. findings revealed that centralization positively influenced employees' acquiescent silence
and that communication positively influenced employees' acquiescent silence and that communication opportunities positively impacted their prosocial silence. Theoretical and practical positively impacted their prosocial silence. and practical implications, limitations, and future research
directions are discussed. limitations, and future research directions are discussed.

PurposeThe purpose of this paper is to investigate the mediating role of silence as a link between punishment, communication opportunities and stress.Design/methodology/approachThe authors conducted a survey among 1,015 highly skilled employees of South Korean companies using a self-administered instrument. In total, 748 questionnaires were received from the 1,015 participants. Of these, 61 questionnaires were incomplete and were discarded; the remaining 687 questionnaires were used in the analysis.FindingsThe results revealed that punishment and communication opportunities are significantly associated with silence. Silence showed a positive relationship with stress, and it mediates the relationship between punishment and stress. Meanwhile, findings indicate that silence does not mediate the link between communication opportunities and stress.Research limitations/implicationsThis study investigates the unitary construct of silence. Therefore, the authors suggest future researchers examine the other forms of silence such as multidimensional construct of silence that focuses on the motives of individuals to be silent.Practical implicationsThe study highlights the importance of establishing organizational ombudsman system, grievance procedures and employee management meetings to mitigate silence behavior. Moreover, the authors recommended management demonstrates their interest in shared information to avoid employee silence.Originality/valueThis study is the first to explore the mediating role of silence on the relationship between punishment and stress.

We examined the mediating role of empowerment in the associations among centralization, formalization, and employee innovative behavior in organizations. Respondents were 750 highly skilled full-time employees of manufacturing organizations in the Republic of Korea who completed a self-administered
survey. Structural equation modeling was used to evaluate the hypotheses of our study. The findings demonstrated that centralization and formalization were negatively related with empowerment. Empowerment was positively associated with employee innovative behavior, and played a mediating role
among centralization, formalization, and innovative behavior. We recommend that managers of organizations establish self-managed teams that are able to make decisions autonomously, and that managers use a less formalized organizational structure to enhance employee empowerment.