Miaomiao Li

Based on the panel data of 118 countries from 2013 to 2024, this paper uses the tsQCA method to explore the synergistic effect of various factors of innovation input on innovation output capacity, and reveals multiple paths to improve national innovation output. The results show that there are four ways to improve the output of high innovation, which can be summarized into two models: “Institution + Human Capital and Research + Business Maturity” and “Infrastructure + Market Maturity + Business Maturity”, among which business maturity is an indispensable core factor for countries to improve their innovation output capacity. In the time dimension, the consistency level of the four high-innovation output configuration pathways in 2019–2020 was low. In the spatial dimension, there are obvious regional differences in innovation output among countries. Among them, there is a considerable gap in innovation output capacity in Africa compared with other regions; Influenced by the process of economic transformation and the pace of institutional improvement, the level of innovation output in Eastern Europe lies between that of Europe and America on one hand and Central and South Asia on the other; Central and South Asia has formed a gradient gap with Europe and America as a whole due to insufficient infrastructure and limited market maturity.

(1) Background: In recent years, post-90s employees have emerged as the driving force behind enterprise innovation, presenting unique challenges for innovation management. Their distinct characteristics and attitudes towards work require a thoughtful and adaptable approach from businesses to harness their potential effectively; (2) Methods: through empirical analysis of 518 valid samples in the Chinese context, with SPSS 26.0 and PROCESS V4.1 being used for the analysis, and to test the moderated mediation model; (3) Results: a. Mentoring relationships positively predict innovation performance; b. This relationship is mediated by role stress (cognition) and job vigor (affect); c. Innovative self-efficacy negatively moderates the impact of role stress on innovation performance and positively moderates the impact of job vigor on innovation performance; d. Moreover, innovative self-efficacy significantly moderates the mediating effect of role stress and job vigor, and the moderated mediating model is established; (4) Conclusions: Our findings reveal the “black box” of mentoring relationships in the process of influencing the innovation performance of post-90s employees, an area that has received limited research attention. This study further reveals the boundary effect of innovative self-efficacy.

During the COVID-19 pandemic, the use of social media platforms for working online has become a global phenomenon. For female employees, social media usage has made it easier to balance work and family, but the pressures have also multiplied. Especially in China, the COVID-19 prevention policies led to dramatic changes in working patterns, which significantly affected the emotions, cognitions, and behaviors of female employees. Based on the job demands resource theory, this study explores the double-edged effect of social media usage on job crafting for female employees. Survey data were collected from 563 female employees in Chinese enterprises. Hierarchical regression analysis and the bootstrap method by SPSS and AMOS software were used to test the hypotheses. The results show that work-related social media usage has a negative effect on job crafting, while social-related social media usage has a positive effect. Moreover, job autonomy and workplace friendship mediate the relationship between them. This study extends the research on the double-edge effect of female employees’ social media usage and enriches the antecedents and influencing mechanisms of job crafting. It also provides theoretical and practical guidance for managers on how to promote the sustainability of human capital during the COVID-19 pandemic.

Remote work has become a new way of working due to the influence of the COVID-19 pandemic, which inevitably aggravates team conflicts caused by cognitive differences given the lack of face-to-face communication. With a team climate perspective, this paper investigates the impact of the team leader’s conflict management style on team innovation performance in remote R&D teams in China based on social cognition theory and two-dimension theory. A theoretical model is constructed which describes the mediating effect of team psychological safety and the moderating impact of team trust. Paired data from 118 remote R&D teams in China including 118 leaders and 446 members were collected. The results show that team leader’s cooperative conflict management style is conducive to enhancing team psychological safety and further effectively improves team innovation performance. Therefore, team psychological safety has a mediating effect between team leader’s cooperative conflict management style and team innovation performance. In addition, team trust has a negative moderating effect between team leader’s cooperative conflict management style and team psychological safety. Besides, this study obtains some valuable culture-related insights and provides more views for conflict management research in the cross-cultural context since the samples in this study are from China, a society with high collectivism, which is different from the western cultural context from which many conflict management theories develop.

This longitudinal study explored how the relationship-building behavior of new employees induces career success. First, we proposed and tested a model based on mentoring and social capital theories, using mentor tie strength as a mediator to explain the association between relationship-building behavior and career success (career satisfaction and promotion). Next, we examined the moderating role of social network density and the moderated mediation effect. Survey data were collected at two time points from 252 new employees of a Chinese company. The results indicate that mentor tie strength mediated the association between relationship-building behavior and subjective career success (career satisfaction), and that social network density moderated the relationship between mentor tie strength and career satisfaction. Further, mentor tie strength mediated the association between relationship-building behavior and subjective career success (career satisfaction) when social network density was low; however, the mediation effect was nonsignificant when social network density was high. We discuss the theoretical and practical implications.

Aim. This study is aimed at exploring the relationship between green behavior intentions and green behavior and analyzing the moderating role of ethical leadership in this relationship. Background. Nurses’ green behavior can directly reduce costs and protect the natural environment and organizational sustainability by saving resources and energy. It is not clear how green behavior intention affects green behavior or how the positive influence of green behavior intention on green behavior can be enhanced. Design and Methods. This is a cross‐sectional study, and the surveys are collected from 3 hospitals in China. Of the initial cohort of 489 nurses, 89.6% were female. There were 327 subjects (66.9%) aged 35 or less, 267 subjects (54.6%) with 10 years or less of work experience, and 220 unmarried subjects (44.9%). Data were collected from January to July 2018, using three surveys: green behavior intentions, green behavior, and ethical leadership. Results. Green behavior intentions impacted employee green behavior (b = 0.32, t = 5.37, p < 0.01). The interaction term for green behavior intentions and ethical leadership was significant (b = 0.28, t = 2.53, p ≤ 0.01); the conditional direct effect of green behavior intentions was only significant at a high level of ethical leadership (conditional effect = 0.53, SE = 0.16, t = 3.38, p < 0.01, 95% confidence interval of 0.22‐0.84). Conclusion. The intention to engage in green behavior influences nurses’ green behavior positively, and the relationship is stronger when ethical leadership is high in the organization than when ethical leadership is low. The results of this study can help both academics and practitioners to understand the micromechanism of environmentally sustainable development in more detail and to identify the mechanisms and boundary conditions of green behavioral intentions, green behavior, and ethical leadership.