Purpose -The purpose of this paper is to investigate the relationships among emotional intelligence (EI), conflict management styles (CMSs) and job performance at selected local governments in Indonesia. Specifically, the antecedent of CMSs was investigated. Design/methodology/approach -A total of 300 government employees from two local districts and one province in Indonesia were asked to complete the questionnaire. The final sample consisted of 228 respondents. The multiple hierarchical regression was used to test the developed hypotheses. Findings -The findings indicate that EI was an antecedent of conflict management styles for integrating and compromising styles. Moreover, they illustrate the direct effects of integrating style on job performance. This study also confirms that integrating style partially mediates the relationship between EI and job performance. Finally, the results demonstrate that EI within public organizations has an impact on job performance similar to that of EI within private organizations. Originality/value -Previous studies were less focused on the antecedents of conflict management styles on job performance. Further, the effects of two conflict management styles on EI and job performance had previously lacked attention. The paper verifies that EI within public sectors can provide beneficial results as discovered in private organizations.

Purpose -This study presents a conceptual scheme concerning the core constituents of high-performance work system (HPWS) and examines their effects on firm performance. Design/methodology/approach -This study proposes a conceptual scheme incorporating the universalistic and the configurational perspectives of strategic human resource management. The effect of HPWS on firm performance is empirically tested using data collected from publicly listed companies in Taiwan, as well as multinational companies' branch offices in Taiwan. Findings -Initial factor analysis on HPWS practices supports this conceptual scheme. Using the structural equation modeling technique (AMOS 4.0) better-performing firms were found to invest in more sophisticated HRM practices, which further enhanced organizational performance. Research limitations/implications -Surveys conducted in other countries can expand the external validity of this study's findings. Originality/value -While most previous research on HPWS involves regression-like analyses, this study tries a different approach, with the structural modeling technique, to verify HPWS' relationship with firm performance.

This paper integrates team‐member exchange (TMX), affective commitment, and knowledge sharing to examine how work unit TMX influences employees' R&D project team commitment and intention to share knowledge, and how team knowledge‐sharing intention and TMX differentiation influences team performance. The results support the relationships between work unit TMX and employees' intention to share knowledge and team commitment. In addition, the results show that work unit TMX increases intention to share knowledge through increasing group members' team commitment. At the group level, the results support the relationships between team knowledge‐sharing intention and team performance. The results also show that TMX differentiation moderates the relationship between work unit TMX and team performance. That is, greater work unit TMX is more likely to achieve higher team performance in a team with low TMX differentiation as opposed to a team with high TMX differentiation. Implications for theory building, future research, and R&D management are discussed.

Purpose -This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness. Design/methodology/approach -Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm. Findings -Results indicate that firms pursuing cost leadership strategy and buy-bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make-organic HRM strategy are associated with frequent use of personalization KM strategy. Originality/value -This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

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