Generative artificial intelligence (Gen-AI) exhibits both positive and negative effects on employee creativity, highlighting the need to clarify its underlying mechanisms to fully unlock its creative potential. This study investigates the dual effects (both positive and negative) of Gen-AI usage on employee creativity through the lens of conservation of resources theory, exploring the mechanisms by which Gen-AI usage may suppress creativity despite its benefits. Data from a three-stage survey of 267 Chinese in-service employees were analyzed using confirmatory factor analysis, hierarchical regression, and bootstrap methods. The findings indicate that although Gen-AI usage enhances domain-relevant skills, which support creativity, it simultaneously increases dependence on intelligent machines, thereby undermining employee creativity. Notably, the improvement of domain-relevant skills through Gen-AI usage can inadvertently exacerbate such dependence. Furthermore, creative adaptability moderates the positive relationship between Gen-AI usage and domain-relevant skills, subsequently influencing the mediated effects on creativity. This study contributes to the literature by demonstrating that, without proper guidance and oversight, the negative effects of Gen-AI usage—particularly increased dependence on intelligent machines—can outweigh its benefits.

This study explores the impact of performance appraisal pressure and growth mindset on employee innovation in the retail industry. Purpose: The research aims to assess how performance appraisal pressure influences innovation behavior among retail employees, and how a growth mindset moderates this relationship. Method: A quantitative research approach was used, with data collected through an online questionnaire distributed to 200 employees from various retail settings. The survey measured the level of performance appraisal pressure, growth mindset, and employee innovation. Data were analyzed using SPSS, with reliability analysis, correlation, and regression techniques employed to examine the relationships between the variables. Results: The findings show that moderate levels of performance appraisal pressure enhance employee innovation, while excessive pressure negatively impacts it. Furthermore, a growth mindset was found to positively moderate the relationship between performance pressure and innovation, enabling employees to perceive challenges as opportunities for growth. The study's results underscore the importance of balancing performance pressure and fostering a growth mindset to boost innovation. Retail managers should consider designing appraisal systems that encourage moderate pressure and support employees in developing a growth mindset to drive innovation in the workplace.

Alternative choice-employees who are ultimately selected to complete tasks but were not the first choice to do so-have garnered increasing scholarly attention in recent years. Some studies have revealed the psychological effects of being compared to the first choice, as well as the behaviors of alternative employees in various contexts, such as those involving employee rewards and recruitment. However, these studies overlook how being an alternative choice impacts employees' attitudes and behaviors specifically in task allocation contexts. To address this research gap, we drew on the social information processing (SIP) and associated proposition evaluation (AP-E) theories to examine the interaction between the alternative choice and supervisor developmental feedback and its effects on employees' taking charge and time theft behaviors within task contexts. We also explored the mediating effects of harmonious passion and work procrastination tendency, constructing a moderated mediation model. Our hypotheses were tested through a scenario-based experimental study (Study 1; N = 232) and a three-stage survey (Study 2; N = 332). For Study 1, we designed a 2 & times; 2 between-subject experiment with four scenarios depicting a leader selecting a suitable project manager for a new task. We recruited 234 participants from the Credamo platform and randomly assigned each to one of the four scenarios. Each participant read the scenario and took on the role of a project manager candidate. Following this, participants reported their levels of harmonious passion and work procrastination tendency, completed a manipulation check, and provided demographic information. Finally, 232 participants who passed the attention test were retained. In Study 2, we collected empirical data from 332 employees in China using a three-stage questionnaire survey. Before completing the questionnaire, the participants were asked a screening question: "Have you had any alternative choice experience in the past six months?" Only those who responded "yes" were instructed to proceed with the questionnaire. At Time 1, employees reported their alternative choice experience, supervisor developmental feedback, and demographic information. At Time 2, they reported their levels of harmonious passion and work procrastination tendency. At Time 3, they reported their taking charge and time theft behaviors. We employed an analysis of variance, a confirmatory factor analysis, the bootstrap method, and Harman's single-factor test to analyze the data. The results showed that when supervisor developmental feedback was high, the alternative choice was positively associated with employees' harmonious passion, which, in turn, enhanced their taking charge behaviors and reduced their time theft behaviors. Conversely, when supervisor developmental feedback was low, the alternative choice was positively associated with employees' work procrastination tendency, which subsequently increased their time theft behaviors. This study has both theoretical and practical implications. First, it enriches the research on "alternative choice" by examining the context of task allocation, revealing employees' perceptions and responses to being an alternative choice for performing a task and enhancing the research framework on diverse employee groups within organizations. Second, it transcends the traditional social comparison perspective by integrating SIP and AP-E theories to explore the underlying mechanisms through which being an alternative employee influences psychological and behavioral outcomes. Third, it validates the moderating role of supervisory developmental feedback in the double-edged sword effect of alternative choice on employees' work behavior, thereby extending the boundary conditions of the alternative choice phenomenon. Moreover, the findings offer valuable practical implications for managers and policymakers.

Green innovation is a critical driver of sustainable development, yet it often faces efficiency challenges in rapidly industrializing economies. This study investigates the effect of China’s Circular Economy Demonstration Policy (CEDP) on urban green innovation efficiency (GIE) using city-level panel data from 2010 to 2021. Employing a difference-in-differences (DID) approach, we find that CEDP significantly enhances GIE, with the policy effect becoming statistically significant after a three-year lag and accumulating over time. Robustness tests, including placebo analyses, alternative dependent variables, and propensity score matching, confirm the validity of the results. Mechanism analysis reveals that the policy improves green innovation primarily by reducing capital distortion, promoting market integration, and enhancing resource allocation efficiency. Further heterogeneity analyses show that the positive effects are stronger in central cities, capital cities, and eastern regions, reflecting the role of local economic and institutional conditions. The study concludes with policy implications emphasizing regionally tailored implementation, capacity building, and long-term commitment to maximize green innovation outcomes.

Green finance is widely promoted as a tool for supporting low-carbon development, but its effects on innovation efficiency remain unclear. This study examines the impact of China’s Green Finance Reform and Innovation Pilot Zones (GFRIPZ) on green innovation efficiency at the city level. Using the GFRIPZ policy as a quasi-natural experiment, we employ a difference-in-differences approach to identify the causal effects of the policy and explore the underlying mechanisms and contextual moderators. The results indicate that the policy significantly reduces green innovation efficiency in pilot cities, with the negative impact being more pronounced in non-central cities, provincial capitals, and cities in western China. Mechanism analysis reveals two key pathways: increased environmental costs contribute to resource lock-in, and strategic shifts toward quantity-focused innovation reduce overall efficiency. Furthermore, we find that the institutional environment plays a critical role—market integration mitigates the policy’s adverse effects by improving resource allocation, while administrative environmental pressure intensifies distortions. These findings suggest that rigid green finance regulations may unintentionally suppress innovation performance. We propose that more flexible policy design, better cross-regional coordination, and refined local governance incentives are essential for aligning green finance tools with innovation-driven sustainability goals in emerging economies.

PurposeCompressing project timelines represents a prevalent temporal tactic aimed at accelerating the innovation process. However, empirical evidence on the impact of such time constraints on innovation remains inconclusive. This study aims to investigate the relationship between a prevalent organizational time mechanism-Performance Appraisal Interval (PAI)-and employee exploratory innovation behavior. Additionally, we explore the boundary conditions that may influence this relationship: the moderating effects of future work self salience and supervisory developmental feedback.Design/methodology/approachUsing online survey data collected in two waves from 426 employees working in hi-tech companies in China, we tested all the hypotheses.Findings(1) PAI demonstrates an inverted U-shaped influence on employees exploratory innovation behavior; (2) Employees' future work self salience serves as a moderator that enhances the positive nature of this inverted U-shaped relationship; (3) Supervisory developmental feedback amplifies the moderating role of future work self salience, and the synergistic effect of PAI, future work self salience, and supervisory developmental feedback significantly enhances exploratory innovation behavior.Practical implicationsBy providing insights that are attuned to the temporal aspects of performance appraisal, this study aids organizations in making more informed, strategic decisions that enhance both the effectiveness of performance assessments and the cultivation of an environment that encourages exploratory innovation. Additionally, it is recommended that organizational leaders incorporate future-oriented interventions and developmental feedback into their management practices to further promote employees' engagement in exploratory innovation.Originality/valueDrawing on the interactive theory of performance, this study introduces a novel perspective on how an organizational temporal mechanism influences exploratory innovation and advances our understanding of the non-linear link between time constraints and employees' innovative behaviors.

In order to attract and retain valuable employees and maintain competitive advantage, more and more organizations choose to agree on nonstandardized idiosyncratic deals with their employees, and idiosyncratic deals have been promoted as a new initiative for corporate talent acquisition. However, existing studies mostly focus on the positive effects of agreement idiosyncratic deals, but ignore the negative effects on colleagues. In view of this, this paper explores the internal mechanism between perceived coworkers' idiosyncratic deals triggering employees' knowledge-hiding behaviors from the perspective of a third party who does not obtain idiosyncratic deals. The study tested the theoretical model with a sample of 296 employees. The results show that the uncertainty brought by perceived coworkers' idiosyncratic deals increases employees' job insecurity and thus triggers employees' knowledge-hiding behaviors, and core selfevaluation negatively moderated the relationship between coworkers' idiosyncratic deals and job insecurity.

Research has shown that Chinese guanxi (private relationships/networks based on Chinese culture, which allow to obtain social resources informally and privately) are related to job searching and work-related outcomes such as job match and job satisfaction. However, few studies have examined the correlation between the sub-dimensions of guanxi and job satisfaction. With a sample of 267 respondents from different Chinese companies, this study divided guanxi research into two stages (the renqing & ganqing guanxi used for job-searching processes and the supervisor-subordinate guanxi used for on-thejob processes) and examined the mediating effect of xinren on guanxi and job satisfaction by using structural equation modeling and bootstrapping analysis. The results showed that guanxi was positively related to job satisfaction, and xinren partly mediated these correlations. Our findings extend previous research on the effects of guanxi on job outcomes and may be used as an exploratory guide to manage employee satisfaction.

基于情绪认知评价理论,引入员工失败学习和组织创新支持感的双重补偿手段,构建了一个延展性目标引发不道德行为的两阶段被调节中介模型.通过对8家企业的390个样本分析后表明,组织延展性目标的极端困难和极端新颖会加重员工职场焦虑进而引发不道德行为,而员工失败学习和组织创新支持感能够缓解员工的威胁感知并使其获得情感支持和资源补偿,从而弱化延展性目标对员工不道德行为的负面效应,抑制不道德行为的蔓延.本研究揭示了延展性目标的黑暗面并为企业将其化危机为契机提供了理论和实践启示.

Introduction:Performance appraisal is the most widely motivation means for employees' initiative and work improvement. As a large number of organizations are moving from traditional annual performance appraisal to more frequent appraisals, there is little research to compare the motivational effect of different performance appraisal intervals.Methods:We explore the relationship between performance appraisal interval (PAI) and positive work behavior (PWB) as well as how to improve the relationship between them. Drawing from the psychological momentum (PM) theory, we constructed a model of the dual effect (the time-gain effect and time-loss effect) of PAI on PWB as well as their boundary conditions.Results:A cross-level analysis of 622 employees in 57 teams indicated that: (1) PAI exerted a positive but marginal decreasing effect on delay of gratification (DG), and then increase PWB indirectly (i.e., the time-gain effect). (2) PAI exerted a positive and marginal increasing effect on perceived uncertainty (PU), and then decrease PWB indirectly (i.e., the time-loss effect). (3) According to the additive principle of the benefit and cost proposed by Hanns et al (2016), the addition of the time-gain effect and time-loss effect leads to an inverted U-shape effect of PAI on PWB. (4) Supervisor developmental feedback (SDF) moderated the inverted U-shape effect of PAI on PWB.Discussion:This research enriches the application of PM theory in performance appraisal research, advances employee proactivity research from a perspective of organizations' time mechanisms, and also provides a theoretical basis for leaders to adopt developmental feedback as an optimization strategy.

追求财富与渴望情感并存是现代生活写照.传统观点认为,金钱介入社会生活引发不当激励,导致人们对金钱有着非理性依恋,社会关系趋于工具理性,进而加剧个体工作倦怠和情感耗竭,因而整合金钱与情感的关系是个亟待破解的时代主题.超越传统金钱激励的经济观,基于情感期望理论构建了一个金钱激励的情感动力模型,两项研究设计结果表明,金钱具有情感价值,并通过内部人身份的中介作用影响组织情感承诺,领导组织化身度调节这一中介机制.本文拓展了金钱激励效应研究,揭示了表层的金钱激励背后还蕴含着高度的情感链接与主体互动,塑造了员工的内部人身份认知进而增强其情感承诺,表明情感价值是提升金钱激励整体感知价值的重要来源,巧用情感杠杆,可以在不增加任何人事成本的前提下提升激励效果.蕴含的启示在于,企业应创办"激励银行",设立情感账户,为金钱贴上情感标签,以此构建企业与员工的命运共同体.

In organisations, some employees are heralded as rising stars, whilst others are considered underdogs with no prospects. Scholars define individuals' perceptions that others view them as unlikely to succeed as underdog expectation. The traditional view indicates that when individuals experience underdog expectations from others, they will reduce their subsequent performance through a sense of self-efficacy. This phenomenon, in which one's performance is manipulated by someone else's negative assessment, is also known as the Golem effect. Indeed, some studies have suggested that underdog expectations can enhance their desire to prove others wrong to improve performance. However, such studies have only focused on the influence of underdog expectations on employee behavior as social- situation cues but have disregarded its interaction with individuals' traits. By integrating the preceding arguments, we proposed a comprehensive model based on trait activation theory, which examines the Golem and underdog effects. Specifically, under the moderating effect of underdog expectations, employees with fixed mindsets have a negative impact on subsequent task performance through feedbackavoiding behavior. Meanwhile, employees with growth mindsets have a positive impact on subsequent task performance by proving others wrong. The task context (task focus vs. future focus) plays a role in inhibiting and amplifying the two interactions. This study aimed to explore the reasons why employees who are trapped in underdog expectations become a Golem manipulated by fate and how to counter strike and become an underdog in the workplace. This study constructed a three-term interaction model of nested moderated mediation model. Three studies were designed to explore the internal and intervention mechanisms of the Golem and underdog effects activated by underdog expectations. In the first study, the existence of three interactions was initially examined through a multi-source, multi-point questionnaire of 341 employees. To test the stability of the three interactions and the extensibility of the research conclusions in different groups, a second multi- source and multi-time questionnaire survey involving 650 employees and a field study based on a quasi-experiment were designed for retesting. Regression analysis, bootstrap method and Johnson-Neyman (J-N) technology were used to analyse the questionnaire data to examine the moderated mediation effects of the three-term interaction. T-tests were used to analyse data from the field study. The analyses of the study showed the following results. ( 1) The interaction between underdog expectations and fixed mindsets positively affects subsequent task performance through feedback- avoiding behavior. (2) The interaction between underdog expectations and growth mindsets positively affects subsequent task performance through the desire to prove others wrong. (3) Lastly, task focus reduces the positive moderating effect of underdog expectations on fixed mindsets, and future focus strengthens the positive moderating effect of underdog expectations on growth mindsets. Findings of our research have several theoretical and practical implications. This study revealed the causes of the Golem and underdog effects, thereby enriching and expanding the research on implicit theory. It showed that fixed and growth mindsets have different paths in processing negative information, which is helpful in integrating the research on underdog and topdog employees. It also provided a theoretical explanation and transformation idea for the emergence and popularity of the depressed culture represented by the lie down and Buddha-like mindsets.

Although employees with low task performance are typically perceived as outcasts in organizations, one group of such employees has the potential to generate positive outcomes. We seek to understand how lovable fools (i.e., individuals with low task performance and high contextual performance) influence creativity within teams. Specifically, we study the countervailing effects of increased psychological safety and decreased useful feedback as mediators of the relationship between the perceived existence of lovable fools in a team and individual and team creativity. We conduct two studies using individual and team-level analyses to examine the hypothesized direct and indirect effects. Our findings support a positive relationship between perceived existence of lovable fools and individual/team creativity through increased psychological safety, even after accounting for the effects of reduced useful feedback provided by lovable fools. The theoretical and practical implications of these findings are discussed.

基于自我决定理论,通过对306份配对样本的检验分析,从组织、领导、同事以及自我4个层面出发构建一个能者多"牢"的分析框架,尝试揭示其内在机理.研究结果发现:随着绩效的提升,高绩效员工承担更多的强制性组织公民行为;强制性组织公民行为在高绩效和创造力之间产生遮掩效应,导致高绩效员工的创造力下降;领导成员交换社会比较加强了强制性组织公民行为的遮掩效应.研究结果还表明,高绩效既可能是"荣耀"也可能是"诅咒",如果经由强制性组织公民行为路径,则会对高绩效员工的创造力产生消极影响.

在创新致胜的今天,明星员工被视为组织最重要的资产.面对此类员工,领导者自然寄予厚望,期待他们在不断精进自我的同时发挥创新引领作用.然而,这可能会事与愿违.不同于一般员工,明星员工承受身份自我验证和地位维护等多重威胁,而高绩效期望的高目标和隐性心理契约属性无疑会加剧其风险感知;为了应验领导高绩效期望,明星员工必须在创造性手段与常规性手段之间做出选择.鉴于创造活动蕴含着失败风险,高绩效期望可能会激活明星员工的收益型心理框架,引导其聚焦表现目标导向从而抑制创造力.因而,探讨这一过程的心理计量机制具有重要的理论和实践价值.基于前景理论,建构了一个嵌套模型,通过对410个员工两阶段配对样本的分析,揭示:(1)领导者期望越高,明星员工越有可能聚焦于表现目标导向从而对创造力产生侵蚀效应;(2)其根源在于,期望越高,越容易激发明星员工风险规避的收益型心理框架,进而引导其聚焦于表现目标导向从而抑制创造力.本研究为揭示明星员工陷入"人才诅咒"陷阱的根源提供了思路,也为组织重新审视领导者的柔性激励行为提供了理论和实践启示.

The parallel system of position and rank enlarges the separation of power and status within the organization. In particular, a large number of green hand were promoted to leadership positions. and the disadvantages brought by the separation of power and status became prominent. The high position (power) but lack of corresponding prestige (status), which largely limits the leader's voice and control in the work, also endangers the leader's sense of control and self-worth. Therefore, exploring the abusive supervision and its intervention mechanism has profound theoretical and practical value when matching the leaders' status with their power is difficult. To address this gap. the current study aims to explore the mediating effect of leaders' ego-depletion as well as the moderating effect of leaders' mindfulness and trust from senior managers. This study aims to explore the reasons why low-status leaders adopt abusive supervision and how to prevent this negative leadership style. Based on the three attributes of low-status compensation theory, this paper constructs a two-stage moderated mediation model and designs two studies. In Study 1, a total of 373 valid participants were collected from 58 departments, and polynomial regression and response surface methodology were used to examine the effect of leaders' power and status mismatch (power is lower than status, power is higher than status) on abusive supervision. Study 2 aims to further explore the mechanism and interventions that lead to abusive supervision when leaders have more power than their status. In Study 2, 61 samples were collected by the department as a unit. Regression analysis, Bootstrap method, and Johnson-Neyman (J-N) technology were used to examine the moderated mediation effects of two-stage moderated mediation model. The analyses of the two studies showed that (1) leaders with inconsistent hierarchies are more inclined to implement abusive supervision than those with consistent hierarchies, (2) ego-depletion is deemed a significant operation mechanism for supervisors to realize the transformation of abusive supervision in the context of the inferiority of their status to their power, and (3) the combination of supervisors' mindfulness and trust from senior managers can jointly effectively moderate the effect caused by status which is inferior to their power on abusive supervision through ego-depletion, indicating that they are crucial mechanisms for preventing hierarchical inconsistency leading to compensatory abusive supervision. The research has the following theoretical contributions. First of all, this paper deepened the research on the pre-causes of abusive supervision, indicating that the latter is not only a manifestation of leaders' abuse of power but may also be caused by the lack of status. Second, this paper reveals the mechanism and intervention mechanism of abusive supervision by low-status leaders. Third, this paper extends the low-status compensation theory from social fields (e.g., school shooting, terrorism, murder, and other "hot" violent behaviors) to the workplace. This study also provides management implications for preventing the conflict caused by the separation of power and status.

日益兴起的算法管理是组织在数字经济浪潮中实现管理升级和高质量发展的必然选择,颠覆了组织往日的生存状态和对传统管理模式的认知,这种结合算法的管理新模式能否赋予员工更多的创造力,在创新决定发展的今天已成为学术界和产业界关心的热门话题.研究在系统梳理算法管理相关研究的基础上,首先,明确了算法管理的概念内涵;其次,从工作设计视角出发,基于工作要求-资源模型提出了算法管理影响员工创造力的双路径模型,指出算法管理会引发两条迥然相异的路径,即基于工作要求使员工动机受控进而抑制创造力的"奴役路径",以及基于工作资源激发员工内在动机进而促进创造力的"赋能路径";最后,从研究方法、研究内容与研究情境三个层面提出了对算法管理领域未来研究发展方向的建议.

基于社会信息加工理论,选取上海、石家庄和武汉三地6家企业的325名员工为样本,采用Bootstrap法以及Johnson-Neyman法进行假设检验,探讨了金钱情感价值对组织情感承诺的影响,以及员工对领导者的社会感知(包括胜任力和亲和力两个维度)对这一影响关系的调节作用.研究结果表明:金钱情感价值对组织情感承诺具有正向影响;领导者胜任力强化金钱情感价值与组织情感承诺之间的正向关系;领导者亲和力弱化金钱情感价值与组织情感承诺之间的正向关系;在领导者高胜任力和低亲和力的情况下,金钱情感价值对组织情感承诺的正向影响最强.

Idiosyncratic deals are personalized work arrangements negotiated between enterprises and employees based on employees’ abilities and needs, previous studies have focused more on their positive effects on i-dealers and neglected the negative effects on peers in the process of interpersonal interaction. In view of this, this study explores the effects of coworkers’ idiosyncratic deals on employees’ social undermining and the internal mechanism based on social comparison theory. This study tested the theoretical model with a sample of 331 employees from six enterprises in China. The results showed that the interaction between perceptions of coworkers’ receiving idiosyncratic deals and low core self-evaluations stimulated employees’ feelings of relative deprivation, which triggered social undermining toward i-dealers. At the same time, employees’ conscientiousness could weaken the positive effect of relative deprivation on social undermining. Therefore, it reveals the negative peer effect of idiosyncratic deals and provides theoretical and practical implications for preventing the interpersonal harm doing caused by idiosyncratic deals.