Research on job crafting has been growing over the past several years. However, few studies have addressed the psychological process through which the business-to-society boundary crossings affects job crafting in the non-work domain. The current study examined the influences of boundary crossings of business to society on work and organizational identity and job crafting. Data from 124 pro bono services workers were used to test the assumption that boundary crossing causes changes in work and organizational identity, which in turn causes change in job crafting. The SEM technique was used for testing the hypothesis. As a result, we found no significant direct effect from the initial variable to the dependent variable (job crafting). The results instead indicated that the effects of boundary crossing on job crafting was fully mediated by work and organizational identity. This suggests that the boundary crossing experiences tend to lead to the construction or reconstruction of work-related self-concept and a perception of who we are as an organization; and it is the cross-boundary lens that help people to proactively redesign their jobs.

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The present study aimed at enhancing the understanding of the settlement process through which customer representatives deal with inter-business conflicts as boundary spanners. The study analyzed the actual actions taken by the customer representatives for resolving conflicts that occurred in the process of developing external relationships in order to accomplish their own business objectives. Data were collected from 13 customer representatives from 8 organizations who adopted the boundary spanning roles of interacting with individuals and groups outside the organization for resolving the inter-business conflicts. The data were analyzed via the use of the Modified-Grounded Theory Approach （M-GTA） with a series of semi-structured interviews. The results indicated that the boundary spanners who perceived the conflicts as an organizational issue to be resolved tended to be motivated to contribute toward mutually beneficial and constructive development of the relationship between two parties. Also found was that in order to fulfill their boundary spanning roles, both parties tended to make modifications of their original objectives in ways that were acceptable for the parties.performance.

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Based on social psychological theories, this study aimed at identifying personal and environmental factors to motivate employees to leave their current organizaitons. First, we hypothesized that employees with ability to achieve superior work performance would be regarded to be high on “social value” in the labor market, and therefore more likely than the average employees to be motivated to leave their current organizations for better opportunities （Hypothesis 1）. Second, we predicted that job satisfaction and inclusive climate （characterized by equity, interpersonal harmony, psychological safety, etc.） would respectively weaken the positive effect of job performance on mobility （Hypotheses 2 and 3）. Third, we assumed that the predictorcriterion relationship would become weaker when such mobility costs as social reputation （Hypothesis 4-1） and knowledge, skills, abilities, and interpersonal relations （Hypothesis 4-2） were high. The results supported Hypotheses3 and 4-1. Theoretical contributions and and practical implications of the research are discussed.

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This study attempted to identify ways to manage health and productivity in an organization based on the extant studies in occupational health and organizational behavior. Data were collected from 1,134 employees working in a wide range of industries. Participants responded to an online fact-finding survey exploring the organization/employee commitment to workplace health management practices. The results indicated that the majority of employees need more active and consistent organizational support as part of the everyday running of the organization and that they need their organizations to ensure more positive approaches to employee well-being as part of organizational performance goals. Also suggested from this study was that a team-based approach to improving employee health is effective in increasing employee awareness of the need to take care of their health, even for employees who are not particularly interested in their health.

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