Leadership research has a long history in psychology; the number of studies concerning leadership has begun to increase rapidly in recent years, however. The present paper introduces some approaches to leadership and well-being from the viewpoint of positive psychology. Positive psychology can, at least partly, contribute to the recent interest in leadership studies. There are three major points about leadership from the perspective of positive psychology. First, leadership is one of the most important factors in developing well-being and happiness in the workplace and in human life. Second, leadership is a real trait and an important human strength and virtue which has been ignored for a long period in personality research and in psychology generally. Third, transformational leadership can enhance wellbeing among both followers and the leader mediated by several psychological processes. Some directions for future research and practices are suggested.

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The present study examined the relationships among career development opportunities within organizations, employees' perception of the opportunities, and their turnover intention. It was hypothesized that organizational career supportive policies (e.g., organizational support and supervisory support) and career development practices (e.g., internal promotion policies and empowerment instruments) would provide incentives for employees and positively affect the perception of the career development opportunities, which in turn would affect their turnover intention negatively. Additionally, we included in the causal model an individual's social exchange ideology as a moderating variable. Specifically, we investigated whether the ideology would affect the effects of organizational career supportive policies or development practices on career development perceptions, and the effects of career development perceptions on turnover intention. A series of hierarchical regression analyses were employed to test the causal relationships.Data were collected from a local job agency and a Japanese investment firm in the southern part of China. The results indicated that the effects of organizational career development practices on turnover intention tended to be mediated throughindividuals' perception of the career development opportunities. Moreover, it was found that individuals with strong emphasis on social reciprocity and equivalence tended to respond positively to the organizational career supportive policies. The implications of the results and future research directions are discussed.

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This paper reports research findings on the relationship among electronic commerce strategies, generic strategies, and firm performance. Findings are based on 186 small and medium enterprises (SMEs) operating in Aichi, Japan. A multiple regression analysis revealed that both electronic commerce strategies and generic strategies lead to significant performance improvements among SMEs. Importantly, the findings indicate that both types of strategies can be exploited by SMEs to improve firm performance. However, interaction effects of these two types of strategies on firm performance were not observed.Among e-commerce strategies, customer base expansion and operational efficiency improvement were found to be significant for performance. Among generic strategies, cost leadership and differentiation were significant for improving firm performance.

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This study explores the relationship between HRM (human resource management) systems and performance using data from 192 manufacturing companies operating in Pakistan. This study examines this relationship in two ways: direct impact of HRM systems on performance and indirect impact or effect of HRM systems on performance through HR outcomes. The HRM systems include the practices of participative leadership, job security and training and development. The results of regression analysis suggest that the individual HRM practices impact the performance significantly in isolation but these direct effects are insignificant when HR outcomes mediate the relation between HRM systems and performance. The configuration of HRM practices showed a significant impact on performance. These impacts are more profound when management uses HRM practices to elicit the employee's attitudes/behaviors in terms of job satisfaction and work motivation. The results of structural equation modeling also suggest the prediction that the HRM systems impact performance more significantly through HR outcomes. Hence the study emphasizes the systematic and integrated use of behavior oriented HRM practices in order to achieve competitive advantage.

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Using a unique data set which comprises survey data on about 50000 Japanese union workers, we examine the relationship between employee's job satisfaction and intra-firm wage dispersion, which is defined as Gini coefficient by firm.We fmd that the Gini coefficients ranging from 0.19 to 0.21 are optimal in terms of maximizing the employee's job satisfaction.

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