This paper investigates the relationship between the longevity of an organization, that is, the expected duration of organizational survival, and the time perspective of its members, in particular, their future time perspective (FTP). Firstly, the paper discusses how an organization’s longevity and its members’ degree of dependence on the organization influence the FTP. Secondly, the paper explains the changes in Japanese companies’ longevity before and after World War II and examines the impact of those changes on the FTP of their employees.

“How to allocate time effectively to which locations” is becoming a challenge in hybrid work. This study analyzes short time-scale behavioral data (both in-office location data and online chat data) and questionnaire survey data obtained from a company. The results show that creative/innovative behavior is high when the diversity of in-office locations is moderate, more specifically, a person has a home base (where one spends 70% to 80% of one’s time in total) and uses multiple locations as needed. This suggests that it is essential for workers to proactively choose their allocation of time and space, as working styles have dramatically changed and physical constraints on the allocation of time and space have disappeared.

According to a survey conducted in this paper, the perceived fairness of performance appraisal makes time perspective on the present and the future more positive. In addition, carefully-designed procedures for performance appraisal and its practices not only enhance employees’ general fairness judgment but also have a direct and negative impact on time perspective. Under Japanese human resource management practices, where frequent job rotation is conducted, employees may perceive that their previous positive experiences with performance appraisals may not necessarily continue.

This study focuses on the unique potential of secure base leadership as a relational leadership approach. By contrasting secure base leadership with transformational and servant leadership, this study examines its effect on psychological safety and team performance. The results revealed that secure base leadership comprises three factors, which are similar to existing studies (Coombe, 2010), with the addition of the two functions:“ safety” and“ exploration.” Furthermore, according to the confirmatory factor analysis results, the three primary factors are independent of transformational and servant leadership. Finally, the hierarchical multiple regression analysis revealed that secure base leadership fosters psychological safety and is linked to team performance. Based on these results, the future potential of this leadership theory is discussed in the study.

This paper examines the effect of the team’s multiple perspective-taking, that is the extent of the variety of perspectives taken from stakeholders, through a questionnaire survey (n=400) of business, product, and service planning projects. The result reveals the following three factors: firstly, the team’s multiple perspective-taking is directly related to creative performance. Secondly, the diversity of team members is indirectly associated with multiple perspective- taking through the variety of external networks. Lastly, the diversity of external networks is indirectly related to creative performance through multiple perspective-taking.

This paper investigates individual leaders’ unclear double-loop learning process using a theory-inuse as a clue. The criteria to identify the double-loop learning tendencies were established for 13 leaders and their followers who formed the theory-in-use through training at Food Company Z. Comparative case studies analyzed the tendencies. The analysis results indicate that leaders with a double-loop learning tendency have broadened their prediction range through constructive dialogue and revised their theory-in-use.

Errata:
Organizational Science, 55(3):72. The equation in line 18 of left column and also in figure 8.
(Error) ∆Y/∆X = -0.874 + 2.770X
(Correction) ∆Y/∆X = -0.874 + 2.770Z