Strategies for Business Sustainability in a Collaborative Economy

The increasingly complex and turbulent 21st century work environment poses challenges for businesses that can threaten their long-term sustainability. Given the rapid developments in technology, increasing rates of employee turnover, skills shortages, and changing expectations from Generation Z, the youngest generation now entering the workforce, organizations are recognizing the importance of developing a career resilient workforce. Individual employees' career resilience frames their capacity to respond when faced with career challenges, allowing them to continue functioning effectively, adapt in a flexible manner, and to successfully deliver work outcomes. To sustain a resilient workforce, managers must actively plan, develop, and deploy human resource management initiatives aimed at instilling career resilience in the youngest workplace entrants. By strategically designing generationally-appropriate management practices to maximize Generation Z talent, organizations can bolster their business sustainability to remain competitive in the changing economy.

Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

As an emerging Chinese indigenous leadership style, paradoxical leadership has received considerable attention from researchers. Many studies have demonstrated the positive impact of paradoxical leadership on employees, teams, and organizations; however, there is less information on how paradoxical leaders influence their own work outcomes. On the basis of self-regulation theory, in this study, we examined the impact of paradoxical leadership on leaders’ task performance. In addition, we investigated the mediating effects of job crafting and career resilience on this relationship. Through a survey of 120 leaders and 271 of their immediate followers, our empirical analysis found the following: (1) paradoxical leadership was positively related to leaders’ task performance, (2) job crafting mediated the relationship between paradoxical leadership and leaders’ task performance, and (3) career resilience positively moderated the relationship between paradoxical leadership and job crafting, and had an indirect effect on task performance through job crafting. Our model offers novel insights into the paradoxical leadership literature and implications for improving leaders’ job crafting and task performance.

Functions of Career Resilience Against Changes During Working Life in Japan: Focus on Health Condition Changes and Task or Job Changes

This study aimed to clarify the role that career resilience plays in preventing inhibition of career development when individuals confront changes during their working life, such as changes in work tasks or health condition. Career resilience consists of five factors: ability to cope with problems, social skills, interest in novelty, optimism about the future, and willingness to help others. In all, 1,000 Japanese company employees completed an online survey. The results showed that optimism about the future and ability to cope with problems exhibited a negative correlation with NPC when confronting changes. The results of simple slope analysis suggested that social skills and ability to cope with problems decreased the negative influence that psychological symptoms caused by changes had on job satisfaction, which was one index of career development. This study underlines the necessity of developing the ability to cope with problems and social skills.