Purpose -To provide a further examination into the explanatory factors of employees' mobility for organizations wishing to improve performance by keeping right employees judging from their goal orientation and organizational commitment. Design/methodology/approach -The multivariate statistical methods (MANOVA) together with a longitudinal design are used to test the hypotheses generated from the theory with data gathered from two Taiwan-based financial institutions. Findings -Suggests that those who quit for what they perceive as upwardly mobile career moves and those who enjoy in-house promotions both demonstrate a greater degree of positive learning goal orientation than their colleagues who remain stationary in long-term positions with the same firm. Makes note of the inability of performance goal orientation and organizational commitment to explain employee mobility behaviors. Research limitations/implications -Generalizability is limited due to the concentration of this longitudinal-design study on two institutions of a single industry in Taiwan. Practical implications -Provides a positive advice for organizations to create mechanisms and environment that can engage learning-oriented employees as meaningful contributors in principal challenges and to use learning experiences to revitalize them and deepen their commitment. Originality/value -This paper clarifies the influence of goal orientation and organizational commitment upon employees' mobility and identifies their relationship with findings suggesting a direct link between positive learning goal orientation and positive job performance.

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Purpose – Based on job embeddedness (JE) theory, the purpose of this paper is to explore the impact of goal orientation (GO) and JE on job stress for financial service salespersons in the indeterminate situation. Design/methodology/approach – Participants were 298 insurance salespersons employed at two major life insurance institutions in Taiwan: Nan Shan and Fubon – which were formerly the subsidiaries of two international financial groups, American International Group and International Netherland Group, respectively. The models were tested using the two-step structural equation procedure. Findings – Findings indicated that, compared with salespersons in the newly merged Fubon, those in Nan Shan, which was undergoing mergers and acquisitions, were found to be subject to higher job stress with lower JE. In the process of reducing stress, JE is an important mechanism. However, the modulating influence of embeddedness is dependent on salespersons’ GO. In situations of higher stress, learning-oriented salespersons (in Nan Shan) were unable to significantly reduce job stress until JE was introduced as a full mediator. However, in a lower stress context, performance-oriented salespersons (in Fubon) fully applied JE in order to relieve job stress. Research limitations/implications – Managers endeavor to help salespersons effectively improve stability and reduce job stress by exploiting salespersons’ dispositions. Originality/value – The contribution of this study includes identifying the role of JE on the relationship between GO and job stress for the contingency of an indeterminate state.

Purpose – The purpose of this paper is to explore the effects of learning orientation (LO) and team embeddedness (TE) on the turnover intention of team members within the context of both culturally diverse and uniform teams. Design/methodology/approach – A structural model was adopted to test the hypotheses with the help of data collected from a survey of 324 foreign and local students of an international university located in Taiwan. To compare the effects of TE and LO in the context of culturally diverse teams (CDT), a multi-group structural equation modeling was employed to investigate individual team behavior. Findings – The LO of team members in a culturally diverse context will positively influence their intention to leave the team. However, such an intention can be reduced by strengthening members’ TE along with the LO. Nonetheless, the direct effect of LO on team turnover intention in the context of same-culture teams was found to be insignificant, leaving TE as the only critical mediator in this case. Furthermore, capability validation, sought by performance-orientated individuals, was found to be an important factor worthy of special consideration for those in a single-culture team context. Originality/value – This study provides evidence regarding the applicability of the concept of job embeddedness to team relationships and the link between goal orientation and team mobility in a multi-cultural setting. Such an approach is helpful for determining ways to strengthen and stabilize team resources in the context of CDT.