• International Commerce and Information Review
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• v.19 no.1
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• pp.279-304
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• 2017

The objective of this study has two filds. The first is to examine the effect of native employee's psychological capital on their pro-social organizational behavior in the context of a local subsidiary in abroad. The second is to investigate the moderation effect of non-native managers' leadership type in the relationships between psychological capital and pro-social organizational behavior. The researcher provides the theoretical research model based on the pro-social capital theory and then empirically tests the model by using a valid 334-case collected from three overseas-affiliated-companies in Philippines. The results show that native employees' psychological capital positively and significantly influences to pro-social organizational behavior. Moreover, non-native managers' type of leaderships has the significant moderation effects in relationships between native workers' psychological capital and pro-social organizational behavior. Specifically, stronger relationships are identified in all of relationships when the managers show transactional, transformational and authentic leaderships. Theoretical contributions and practical recommendations are also discussed based on the results of the study.

• Journal of Convergence for Information Technology
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• v.11 no.6
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• pp.226-242
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• 2021

The purpose of this study was to examine the characteristics of Agile Culture, which is attracting attention as an organizational culture suitable for responding to changes in the recent corporate management environment, and to reveal the roles and relationships of leadership, Perceived Organizational Support(POS), and Agile Culture. The research was conducted on the employees of the National Agricultural Cooperative Federation and its subsidiaries, and SmartPLS 3.3.2 was mainly used for the research model test. As a result of the study, both Servant Leadership and Authentic Leadership had a positive effect on POS, and POS had a significant effect on all sub-dimensions of Agile Culture(Empowerment, Collective Intelligence and Continuous Learning). In addition, POS mediated the effects of the above two leaderships on Collective Intelligence and Empowerment, but there was no mediating effect in the relationship with Continuous Learning. These results suggest that leadership and Employees' perceptions of organizational support are important to build an Agile Culture.