This paper analyzes organization design strategies of Japanese Regional Banks as management action adapting to their environment, from the point of view of Contingency Theory. The global progress of financial deregulation and information technology has been increasing the uncertainty of the management environment of Japanese Regional Banks. As the management task uncertainty increases, the number of unexpected outcomes and exceptions increases until their organization hierarchy is overloaded. So they have been reorganizing their internal organizations to achieve value-added management and the customer satisfaction. By reviewing dynamic design actions, we can find the important management trend of their various strategies that they have been pursuing value-added management by reducing their need for information processing and increasing their information processing capacity.

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This study investigated the relation between transformational leadership and learning goal orientation through the mediating role of organizational commitment. Previous studies have specified some factors and the nomological network related to goal orientation both empirically and theoretically, and moreover shown that researchers need to focus more on organizational factors that influence individuals' goal orientation, including both performance goal orientation and learning goal orientation. Recognizing the need to explore the relationship between goal orientation and the factors affecting it, this study explored the relation between transformational leadership and learning goal orientation with focusing on the role of organizational commitment. The results of structural equation modeling from a retail company (N = 2,648) indicated that transformational leadership not only directly affects a follower's learning goal orientation, but also indirectly affects it via organizational commitment. This study has theoretical implications for the study on the relationship of transformational leadership and learning goal orientation. Some of its limitations are also discussed.

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In this paper, we emphasize the importance of focusing on internal fit, external fit, and employee cognitive frameworks in HRM systems. We observe that cumulative research streams in the SHRM literature have not proven, or simply have assumed the existence of the synergetic effect of HRM practices, and that works examining the condition of its functioning have been few. We argue for the condition of synergetic effect of HRM practices, which has to incorporate ideas of internal fit, external fit, and the focus on employees' cognitive mechanisms. We also argue that future research would be more fruitful with emphasis on examining the systems effect of HRM system of the firm.

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