In recent years, entrepreneurial orientation (EO) has emerged as a key concept in the management literature, with various studies demonstrating its positive effects on important firm-level outcomes. However, our understanding of whether and how EO shapes dynamics within organizations is still underdeveloped. Thus, by integrating EO and social information–processing theories, this study develops and tests a cross-level contingency model that describes how and when EO cascades through an organization—bridging firm, supervisor, and employee levels. We conducted a three-source, three-wave study involving 280 supervisors and 1,214 employees from 94 organizations to test our model. The results show that firm-level EO is positively related to employees’ creative performance and that supervisors’ and employees’ passion for inventing serves as the central serial mediators for these links. The results also reveal that these cascading effects of EO do not occur unconditionally but depend on an important boundary condition—that is, the extent to which supervisors identify with their organizations. A follow-up study of 238 supervisors from various firms provides further support for the social information–processing perspective of our model. It shows that the link between firm EO and supervisors’ passion for inventing is mediated by perceived normative expectations for creativity. Taken together, these findings offer a new perspective on the internal dynamics of EO, uncover a crucial boundary condition, and provide insights for the effective implementation of EO.

Our understanding of how and under what conditions organizational innovative climate unfolds its impact on employees' innovative behaviors remains at a nascent stage. To address these questions, this study developed a moderated mediation model of organizational innovative climate and tested it using a three-level, time-lagged design with a sample of 93 organizations, 269 working groups, and 1146 employees. The results show that organizational innovative climate is positively and indirectly related to employees' innovative behaviors through managers' proactive goal regulation. We also find that the indirect linkage between organizational innovative climate and employees' innovative behaviors via managers' proactive goal regulation only emerge in the organizations that faced highly competitive intensity, but not in those with low competitive intensity. These findings provide important insights into how organizational innovative climate diffuses within organizations and which factors may enhance or limit its impact on employees' actions.

Although cyber incivility (i.e., an interpersonal workplace stressor displayed through uncivil behaviors manifested in online working communication) occurs every day in the workplace, inadequate attention has been paid to its daily influence on employees’ performance. To address this limitation, we conducted a daily diary study to determine the intrapersonal processes and a personal boundary condition of the within-individual relationship between cyber incivility and task performance. Results based on data collected from 112 full-time employees with 866 observations suggest that daily cyber incivility has a time-lagged effect on employees’ task performance the following day, and this effect was found to be transmitted by induced negative affect of the following day and poor sleep quality the previous night. In addition, we found that employees with high self-leadership suffer less from cyber incivility, specifically, the positive effect of cyber incivility on negative affect is weaker for self-leaders.

Although cyber incivility (i.e., an interpersonal workplace stressor displayed through uncivil behaviors manifested in online working communication) occurs every day in the workplace, we know little about how it influences employees' task performance at daily level, nor why and when this influence occurs. To address these limitations, we theorized and tested a model that links cyber incivility to task performance via negative affect and sleep quality at daily level and a cross-level boundary condition at the person level (i.e., self-leadership). Multilevel modeling results based on data collected from 112 full-time employees with 866 observations suggest that daily cyber incivility has a time-lagged effect on task performance of the following day after controlling for task performance the same day. This intrapersonal effect can be explained by the induced negative affect of the following workday but not sleep quality of the previous night. In addition, the relationship between cyber incivility and negative affect and the indirect effect of cyber incivility on task performance via negative affect were weaker among employees with high rather than low self-leadership.

Organizational innovative climate is widely seen as a central driver of employee innovative behavior. However, little is known about why and under what conditions organizational innovative climate may unfold its impact on employee innovative actions. Against this backdrop, this study developed and tested a cross-level contingency model of organizational innovative climate. The results from a multi-wave, multi-source study in 94 organizations showed that organizational innovative climate was positively related to employee innovative behavior and that this link was transmitted through managers’ proactive goal regulation. However, the results also showed that these effects did not always occur but were dependent on important boundary conditions. Specifically, the indirect link between organizational innovative climate and employee innovative behavior via managers’ proactive goal regulation only emerged in firms that faced high competitive intensity, and this link was significantly stronger when managers had a low rather than high learning goal orientation. These findings provide a new cascading-effects perspective on organizational innovative climate and indicate when and why organizations may (not) benefit from a pronounced organizational innovative climate.

The antecedents of team creativity and their effects on team task performance are explored in this study, with a particular focus on how leader humility promotes team creativity and when team creativity can be converted into performance. Hypotheses were tested via a multiple-source and time-lagged study with 341 employees and 104 teams from five different organizations in China. The results showed that leader humility promotes team creativity through team creative efficacy, and leader conscientiousness moderates this indirect effect. Furthermore, team creativity is more positively related to team task performance when teams are more future oriented. The theoretical contributions and management significance of these findings are discussed, followed by a discussion of limitations and directions for future research.