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Company Paternalism And The Hidden-Investment Process: Identification Of The “Right Type” For Line Managers In Leading Japanese Organizations, Mary Uhl-Bien, Pamela S. Tierney, George B. Graen, Mitsuru Wakabayashi
Company Paternalism And The Hidden-Investment Process: Identification Of The “Right Type” For Line Managers In Leading Japanese Organizations, Mary Uhl-Bien, Pamela S. Tierney, George B. Graen, Mitsuru Wakabayashi
Department of Management: Faculty Publications
This study investigates belief in company paternalism as an indicator of the “right type” for line managers in leading Japanese corporations. In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal career-development systems within their company, their working relationships with their immediate superior (LMX), and their overall job satisfaction. Results indicated that belief in company paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction. These relationships held true both before and after experiences with the …
The Generalizability Of The Hidden Investment Hypothesis In Leading Japanese Corporations, Mitsuru Wakabayashi, George Graen, Mary Uhl-Bien
The Generalizability Of The Hidden Investment Hypothesis In Leading Japanese Corporations, Mitsuru Wakabayashi, George Graen, Mary Uhl-Bien
Department of Management: Faculty Publications
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and supervisor, the greater the career progress of that manager. To test for the generalizability of the hidden investment hypothesis, 1,075 line managers at four different hierarchical levels were sampled from five …