Top Management Leadership and Organizational Culture among Small- and Medium-sized Enterprises in Japan: Implications for Organizational Learning Theory

摘要

This study aimed at examining the interrelationships among top management leadership, organizational culture, HR practices, and their associative effects on organizational performance. Following organizational learning literatures, we developed and tested two causal models: (1) "supportive leadership" would create community culture and HR practices and (2) "community culture" would support the use of supportive leadership and HR practices. Our structural equation modeling results over a sample of 225 Japanese firms supported the second model.