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Because unethical behaviour pervades in organisations, how to inhibit the interpersonal influence of unethical behaviour has become increasingly important. This study aims to integrate the deontic justice theory and affective events theory to examine the relationship between an individual’s unethical behaviour and his or her peers’ vicarious learning by highlighting the mediating effect of peers’ moral anger and the moderating effect of task interdependence on this relationship.

Data were collected in two waves from 254 employees of a large manufacturing company in the People’s Republic of China.

The hypothesised moderated mediation model was supported. Specifically, as expected, peers’ moral anger mediated the negative relationship between an individual’s unethical behaviour and peers’ vicarious learning. Task interdependence moderated the direct relationship between the individual’s unethical behaviour and his or her peers’ moral anger and the indirect relationship between an individual’s unethical behaviour and his or her peers’ vicarious learning via the peers’ moral anger such that these relationships were stronger when the level of task interdependence was higher.

This study argues that the deontic justice theory is a supplement for the social learning theory in explaining the interpersonal influence of unethical behaviour. Drawing on the deontic justice theory, this study demonstrates that an individual’s unethical behaviours are unlikely to be rewarded or accepted, and by integrating the theories of deontic justice and affective events, offers a rationale for the emotional mechanism that underlies the interpersonal influence of unethical behaviour.

The purpose of this paper is to examine the mediating effect of deontic justice in the relationship between unethical leader behavior and employee performance, and whether leader–member exchange (LMX) moderates the effect.

A two-time-point questionnaire survey was used to collect data from 225 employees of nine firms in China at two points in time separated by approximately three weeks.

The hypothesized moderated mediation model used in this study was supported. Deontic justice mediates the negative relationship between unethical leader behavior and employee performance, and higher LMX tends to strengthen this indirect relationship.

Previous scholars mainly focused on the cognitive and conscious thought process to explain employees’ reactions to unethical leader behavior, and largely ignored the research on the nonconscious thought process. Drawing on deontic justice theory, this study extends the previous research on the nonconscious system of moral decision-making processing by introducing employee deontic justice as a mediator in the relationship between unethical leader behavior and employee performance and further exploring LMX as a boundary condition of this indirect relationship.

Employee entrepreneurship has recently become an emerging area of investigation. However, due to the fragmentation of the turnover and entrepreneurship literature, no coherent theoretical framework has been developed to provide an adequate description of the employee entrepreneurial process. The purpose of this paper is to gain a deeper understanding of why and how an employee in an established organization progresses toward starting a new venture by exploring the key decision-making processes during the initial stages of employee entrepreneurship.

This study addresses the following research questions: What are the key decision-making processes during the initial stages of employee entrepreneurship? How are these decisions made, and how do they interact? This study employed a multiple case study approach, which enabled the authors to gain valuable insight into these “what” and “how” questions. The data consist of 28 in-depth employee entrepreneurship cases.

Based on an in-depth study of 28 cases, this study constructs a comprehensive model of the dynamic and interactive decision-making processes that lead to employee entrepreneurship. In particular, the findings reveal that rather than being a linear staged activity, employee entrepreneurship is an inherently iterative process that involves a set of interrelated subdecision-making processes related to turnover, team entrepreneurship and partner recruitment that entail multiple iterations and feedback loops based on an individual's cognitive judgment.

By illustrating and clarifying the importance of the effects of different initial motivations and the attributes of the network in the course of the employee entrepreneurship decision-making process, this study integrates the turnover and entrepreneurship literature and makes significant contributions to the current literature on employee entrepreneurship. Moreover, this study complements research investigating entrepreneurial team formation by providing a detailed understanding of how the lead entrepreneur and the prospective partner make mutual choices during the entrepreneurial team formation process.

The purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.

Multiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.

The results show that frequent team member mobility is negatively related to a knowledge-worker team's creativity, and the relationship is mediated by team TMS and creative efficacy.

This study contributes to a deeper understanding of how the mobility of team members affects team creativity in knowledge-worker teams by exploring the underlying mechanisms from the perspective of team cognition. Specifically, team TMS and creative efficacy mediate the relationship between team member mobility and team creativity.

The purpose of this paper is to investigate the potential moderating role of team membership change in the relationship between joint decision making and team creativity and to determine whether team psychological safety mediates the moderating effect.

Survey data from multiple sources on 78 teams were collected in the People’s Republic of China. Confirmatory factor analysis and hierarchical regression analysis were adopted to analyze the data.

The hypothesized mediated moderation model is supported. The results indicate that joint decision making is more positively related to team creativity under lower levels of team membership change and team psychological safety is a significant intermediate mechanism between the moderating effect and team creativity.

The cross-sectional design of this study is insufficient to support the causal inferences in the theoretical model; therefore, further longitudinal or laboratory research is required. In addition, other possible boundary conditions and underlying mechanisms have yet to be tested.

The present paper complements the extant studies, which mainly focus on the implication of leadership empowerment behaviors for individual outcomes, by examining the impact of joint decision making on team creativity and, further, reveals when and how joint decision making is more likely to foster team creativity, which extends the literature on leadership and team creativity.

In today’s complex and challenging work environment, employees’ learning from errors has become critical to organizations’ survival and success. While the literature has highlighted the importance of inclusive leadership for learning behavior in organizations, research on how inclusive leadership promotes employees’ learning from errors has been limited. Therefore, the purpose of this paper is to fill this gap by developing and testing a moderated mediation model that emphasizes the key roles of positive mood and gender in the relationship between inclusive leadership and employees’ learning from errors.

A multi-time survey method was used in this study to collect data from 202 full-time employees working in China.

The hypothesized moderated mediation model in this study was supported. Inclusive leadership facilitated employees’ learning from errors through employees’ positive mood, and employees’ gender moderated both the direct relationship between inclusive leadership and employees’ positive mood and the indirect relationship between inclusive leadership and employees’ learning from errors through employees’ positive mood: the relationships were stronger for female employees than for male employees.

By incorporating the social role theory into the affective events theory framework, this study may help to open the “black box” of the relationship between inclusive leadership and employees’ learning from errors by explicating the importance of positive mood and gender, thereby shedding light on the timely issues of inclusive leadership, mood, and learning from errors in the workplace.

The purpose of this paper is to develop a systematic understanding of the mechanisms through which high-performance work systems (HPWSs) facilitate the incremental and radical innovative capabilities of organizations. Using a knowledge-based view of the firm, the paper introduces the mediating role of intellectual capital (composed of human, organizational and social capital) while examining this issue.

Data were collected using a questionnaire survey approach from 164 firms in the People's Republic of China. The paper used analyses based on structural equation modeling to measure the main constructs and test the hypothesized relationships among the variables.

The results indicate that HPWSs contribute to both the incremental and radical innovative capabilities of organizations. In addition, intellectual capital mediates the relationships between HPWSs and different types of innovative capabilities. Specifically, organizational and social capital mediate the relationship between HPWSs and incremental innovative capability, whereas social capital mediates the relationship between HPWSs and radical innovative capability.

The study supports and expands on the strategic human resource management (SHRM) literature and knowledge-based view of the firm in terms of whether, why and how HPWSs can develop a competitive advantage on the basis of innovation.

The purpose of this paper is to examine the mediating effect of employee psychological empowerment in the leader-member exchange (LMX)-employee voice relationship, and whether role clarity moderated the effect.

A paired questionnaire survey was used to collect data by 295 employees and their supervisors from nine firms in the People’s Republic of China.

The hypothesized moderated mediation model used in this study was supported. Psychological empowerment mediated the positive relationship between LMX and employee voice, and stronger role clarity tends to strengthen this indirect relationship.

Few studies have explored the mediating mechanism in the relationship between LMX and employee voice. Based on role theory, this study broadens the research on the LMX-employee voice relationship by introducing employee psychological empowerment as the mediator. This study further explores role clarity as the boundary condition for this indirect relationship.

The purpose of this study is to investigate the moderating role of knowledge management (KM) strategies in developing the effect of intellectual capital (IC) on innovation for small- and medium-sized enterprises (SMEs). Specifically, the current study explores how different interactions between IC and KM strategies lead to more powerful innovation in SMEs.

This study analyzes survey responses from 170 owners/managers of SMEs in Iran. The study uses partial least square structural equation modeling methods within Smart PLS software.

This study reveals that first IC has an excellent level of engagement with both incremental and radical types of innovation, but its engagement level with radical innovation is higher than that for incremental innovation. Second, the human capital component of IC has a direct positive impact on radical innovation although it has no significant impact on incremental innovation. Third, the personalization strategy of KM positively moderates the impact of human capital on both incremental and radical innovation.

This paper is an empirical attempt in SMEs to combine IC and KM strategies to strengthen innovation. It presents research community for SMEs of a developing country that has been investigated in a limited way compared to large firms of developed nations and provides valuable insights into further research.

The aim of this paper is to examine the effect of organizational environment on engineering project cost management.

Taking China Railway Engineering Corporation 2nd Bureau (CREC 2nd Bureau for short) as an example, the authors conduct lots of semi‐structured interviews in its group corporation, company limited, two subsidiaries and two project departments, and finally collect textual data which include 30 paragraphs and more than 120,000 words. The authors then encode those interview data step by step for further analysis under the research paradigm of grounded theory.

Based on these encoded data, the paper builds concept, basic categories, main categories, which could be the factors affecting the engineering project cost management, the evidence chain and the complete story clue among these categories. Then finally constructs a theoretical framework called “3S” for short, which is comprised of the organizational structure supporting system, the control procedure supporting system and the social relation supporting system.

Because of the insufficient importance placed on engineering project cost management by academics and few theoretical papers, this paper provides a new method for exploring the engineering project cost management and a theoretical reference for further research.

In this paper, the authors discuss the action mechanism of organizational environment in the engineering project cost management and provide for Chinese construction enterprises more explicit guidance on their cost management practice.

There is little research on determinants of engineering project cost by Chinese scholars, which is mainly shown as normative research. There is no perfect theoretical framework on the determinants of engineering project cost management, which is not beneficial to the knowledge of engineering project cost management and is not comprehensive and in depth enough for academics and practitioners. This paper conducts a field study in CREC 2nd Bureau based on grounded theory. At last, “3S” theoretical framework is established. This paper is embodied in using reality as the accordance, scientifically carding and spreading the theory and translating the practical experience into theory, so that it is beneficial for the engineering project cost management.