Japan Journal of Human Resource Management
Online ISSN : 2424-0788
Print ISSN : 1881-3828
Current issue
Displaying 1-7 of 7 articles from this issue
  • Yasuhiro HATTORI, Yusuke TAMURA, Yuichiro KUBO
    2022 Volume 23 Issue 2 Pages 4-32
    Published: December 01, 2022
    Released on J-STAGE: March 18, 2023

    Since 2000, there has been increasing attention in both research and practice to exceptional individuals who can achieve much higher performance than the average person in organizations. The purpose of this study is to conduct an integrative literature review of star employee research and to identify the current research achievements and problems. In this study, we first critically examine several variations of the definition of “star” and determine the definition we adopt. In addition, we will discuss the novelties or advantages of research focusing on stars from the following three points: (1) focusing on the fact that the individual in question achieves significantly higher results than others, (2) focusing on high visibility, and (3) assuming that the shape of the distribution regarding the dispersion of abilities, characteristics, and achievements of individuals in the organization is a powerlaw distribution rather than a normal distribution. Then, using Coleman (1990)'s bathtub model, we classify existing star employee researchers that have been accumulated so far into five categories: impact of star on focal organization, impact on colleagues, mobility or portability of stars status, treatment of stars and fairness within organization, and star formation. Finally, after clarifying the achievements and challenges of existing researches, we clarify what developments this research topic will bring to organizational behavior research and human resource management theory in general.

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Research Note
  • Kazuhiko KUMADA
    2022 Volume 23 Issue 2 Pages 33-44
    Published: December 01, 2022
    Released on J-STAGE: March 18, 2023

    In recent years, the number of people who wish to work on the second job has been increasing, and the percentage of people who do not currently work on the second job but would like to do so in the future exceeds 30% of the employed population (Recruit Works Research Institute National Employment Status Panel Survey 2020). Overseas, hybrid entrepreneurship has received increasing scholarly attention in recent years. Hybrid entrepreneurship describes the engagement in self-employment activity while simultaneously holding a primary job in waged work. Yet little is known about the phenomenon. Even the definition of the term has not been established, and its reality is not understood in detail. With the aim of deepening our understanding of this phenomenon and defining our research agenda, this paper reviews the literature on hybrid entrepreneurship and present overall picture and the characteristics of hybrid entrepreneurship.

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Review Article
    2022 Volume 23 Issue 2 Pages 45-59
    Published: December 01, 2022
    Released on J-STAGE: March 18, 2023

    Women are more likely to continue working than in the past. However, the situation is not yet as it should be in terms of whether they are able to perform at a high level of competence, as evidenced by the low percentage of women in management positions. In this context, the key to women's continued work with motivate is the period between the time they enter the organization as new graduates and the time they are promoted to management positions. It is pointed that the importance of work experience, especially in the early career stages. Based on the above, the purpose of this paper is to review research focusing on new employee or early careers and to explore future research issues related to women's career development.

    The tasks that new employees must accomplish in their early career are organizational adaptation and job skills development. Thus, the review of previous studies was conducted from these two perspectives. What promotes early career development are managers, peer and organizational culture, the proactive behavior of the individual, and reality shocks. There have been many studies on these issues, and there is a large body of knowledge.

    However, a review of previous studies revealed that these research findings lack a gender difference lens. In order to apply these findings to women's career development, it is necessary to reexamine them in view of gender differences. Furthermore, it is necessary to consider whether differences in organizational socialization are due to gender, other diversity, or even other factors.

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Research Report
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