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MethodologyThe learning transfer factors derived from the literature were used as a starting point to design this study. Ten individual case studies were conducted to explore each Learning transfer 37

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This study investigates differences in instructional and learner factors between two groups of learners exposed to online only and blended delivery formats, respectively, in an effort to compare learning outcomes and other instructional variables between online and blended delivery methods. Findings indicated that no significant differences existed in learning outcomes; however, significant differences existed in several instructional and learner factors between the two delivery format groups. Discussions about improving online or blended delivery method are presented based upon the research findings.

Purpose The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment. Design/methodology/approach Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data. Findings The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement. Research limitations/implications This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue. Practical implications Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values. Originality/value The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.

Purpose – The purpose of this paper is to examine the effect of organizational justice on work engagement and the mediating effect of employees’ self-leadership on this relationship within the Korean organizational context. Design/methodology/approach – Cross-sectional, self-report data on organizational justice, work engagement, and self-leadership were obtained from 237 employees in Korea. Structural equation modeling was mainly used for data analyses. Findings – The results revealed the direct significant effect of organizational justice on both self-leadership and work engagement. Also, self-leadership was found to have a significant effect on work engagement as well as a partial mediating effect on the relationship between organizational justice and employees’ work engagement. Research limitations/implications – The social relations and personal behavioral components were conjointly analyzed to measure organizational justice. Harman’s single factor test and unmeasured latent variable tests were performed to minimize the chance of the common method variance (CMV) issue, additional suggestion was provided to prevent CMV issue for future research. Practical implications – These results could be used for designing an organizational system and structure based on the interactive relations between social structure and behaviors to improve organizational performance. Originality/value – The research, which has conceptualized the interactions between social relations and individual behaviors to measure the organizational justice level, is rare.

This study investigates the influence of perceived learning culture, developmental feedback and team cohesion on team creativity. The results showed that the demographic variables, the three antecedents and their interactions explained 41 per cent of variance in team creativity. Team creativity was positively correlated with a higher level of learning culture, developmental feedback and team cohesion. In addition to the main effects, two interaction effects (developmental feedback and team cohesion; learning culture and team cohesion) were significant. In view of these results, organizations seeking to increase team creativity need an integrated strategy incorporating elements of culture management, effective coaching and team development. Implications, limitations and recommendations for future research are discussed.

Many studies have been conducted to verify the effect of learner characteristics and motivation in traditional classroom, but very few are found in online learning research. This study sought to identify what learner characteristics and motivation types affected a group of undergraduate students' learning and application of learning for a course conducted online. Utilizing quantitative and qualitative analyses, the study found that gender and employment status affected online learners' learning and learning application. Several motivation variables were also found to significantly influence online learners' learning application. Discussions of instructional strategies to promote learner motivation and satisfaction in online learning environment were included.