Ryugaku Jinja · Professor Archive
Public Professor Archive
Naoyuki Zushi厨子 直之
Wakayama University · Faculty of Economics · 教授
- Publications
- 4
- Projects
- 4
- Keywords
- 8
留学
神社Wakayama University · Faculty of Economics · 教授
Research keywords経営組織・組織開発・心理的資本・人的資源管理・ポジティブ組織行動・Knowledge・management・Organizational
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- 経験から学ぶ人的資源管理〔第3版〕 (有斐閣ブックス)2025 · 上林 憲雄, 厨子 直之, 森田 雅也( 担当: 共著, 担当範囲: 第4章「第4章 組織は人をどのように雇い入れるのか:採用・異動」,第5章「組織は人をどのように育てるのか:キャリア開発・人材育成・教育訓練」,第6章「組織は仕事の結果をどのように評価するのか:評価・考課」,第8章「組織は人にどのような報酬を与えるのか:賃金・福利厚生・退職金」,第13章「多様化する雇用形態を組織はどう管理するのか:非正規雇用」)
- Human Resource Management in Japan: An Introduction2025 · ( 担当: 分担執筆, 担当範囲: Chapter 6 (pp. 103-121), Chapter 10 (pp: 195-215))
- ベーシック+(プラス)/人的資源管理〈第2版〉2025 · ( 担当: 分担執筆, 担当範囲: 第7章「雇用」,第11章「賃金」)
- リーダーの越境学習が組織のクリエイティビティに与える影響に関する実証研究 : オーセンティック・リーダーシップの媒介効果に着目して—An empirical study on the impact of leaders' cross-border learning on organizational creativity : Focusing on the mediating effects of authentic leadership2024 · This study focuses on authentic leadership by department leaders’ as a factor that enhances organizational creativity, which is essential for the sustainable growth and development of companies. It examines the possibility that authentic leadership can be developed through leaders’ cross-border learning and clarifies how leaders’ authentic leadership acts on organizational creativity. In this study, a sample of 119 executives and managers obtained from a questionnaire survey administered to a total of 138 executives and managers working in Japanese firms is included in the analysis. The following three findings were revealed through the results of the quantitative survey: First, leaders’ cross-border learning was positively related to leaders’ authentic leadership. Second, between “multi-dimensional thinking” which one dimension of authentic leadership and organizational creativity was significantly positive association. Third, the relationship between leaders’ cross-border learning and organizational creativity was partially mediated by “multi-dimensional thinking”. These results suggest that leaders’ cross-border learning is an effective means of positively influencing leaders’ authentic leadership and the organizational creativity.
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