The effectiveness of using team learning to improve team performance has been well documented in the literature, and this notion makes intuitive sense. However, little empirical research has been dedicated to the relationship between team learning and team performance, probably owing to the lack of a widely acceptable instrument for assessing team learning. In this study, a psychometric (validity and reliability) examination of Edmondson's Team Learning Survey (TLS) is undertaken. This instrument was then used to examine the effects of internal and external team learning on team performance. Implications and limitations of the study findings are discussed.

This study reports the responses of 286 nursing staff of a large Malaysian hospital. Using a path‐analytic approach it was shown that perceived information cues substantially contributed to job satisfaction, but the content task attributes were non‐significant determinants of affective responses. Path analysis also revealed that the task content properties of identity, significance and autonomy as well as the interpersonal task attribute of dealing with others were significant contributors of organization commitment. An inference of regression analyses is that cultural relativity is a central element of the task environment. Implications, from these findings, for the Malaysian health care system and multicultural work settings, in general, are discussed.

An emerging challenge for health-care administrators is how to ensure harmony in a multicultural workforce. This is a cross-cultural study with 48Australian and 90 Malaysian nurses. Using a path analytic approach, it was shown that the perceived content and context work properties contributed differently to job satisfaction. Specifically, for the Australian nurses, the task content dimensions were significant determinants of job satisfaction, while only the perceived information cues substantially contributed to the affective responses of the Malaysian nurses. Both types of workplace attributes influenced the nurse's organizational commitment. The implications for human resource practices in the increasingly important evolving health-care delivery industry are discussed.The array of changes in the health-care industry is challenging nursing managements to reexamine their systems of nursing care delivery

Despite a continuing commitment by the Australian Federal Government to develop entrepreneurial business opportunities for Indigenous people as a strategy to reduce their socio-economic disadvantage, there is scant documentation of rigorous assessments of sustainable Aboriginal enterprises. This article delineates an Indigenous social entrepreneurial business that is gaining traction in the Gove Peninsula of East Arnhem Land of Australia. A conceptual framework focuses attention to the phenomenon of visionary leadership for fostering value creation, innovation and social capital, to create a pathway for alleviating poverty and enhancing the socio-economic environment of an Indigenous community. An appreciation of the role of existing social structures, the imperative of operating at the local level and the importance of cultural heritage are vital components in the pursuit of economic and social goals of sustainable Indigenous social entrepreneurship.

An objective of Singapore's ongoing public sector reform (PS21) requires agencies to focus on getting the best out of its employees. One way of doing this is by creating a positive leadermember exchange (LMX) relationship, enabling supervisors to motivate their subordinates towards the development of organizational citizenship behaviours (OCB). This paper reports the extent of LMX and relational quality in a public sector agency experiencing PS21 reform and high staff turnover. In addition, we examined the effects of organisational justice perceptions and job satisfaction towards a subordinates' OCB. A path model was developed to examine the relationships between LMX, organisational justice, job satisfaction and OCB and tested by applying LMX theory. The path analysis results showed that LMX mediates the relationship between organisational justice perceptions and OCB. The results also showed that one's job satisfaction led to higher level of OCB. The study findings have implications for theory and practice which are presented in the discussion section.