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The effect of playfulness climate on employees in firms has been the subject of an increasing number of studies in recent years. Given the growing number of businesses that have incorporated playfulness into their operations, it is possible to enhance the task performance and innovative performance of the younger generation of workers by rationally managing playfulness, particularly when it comes to that aspect of the workplace. Based on the conservation of resources theory, this study aims to investigate how the playfulness climate in organizations influences the change self-efficacy of the millennial workers and how to enhance their task performance and innovation performance.

The authors used a quantitative approach to test the relationship between the hypotheses. The survey population for this study consisted of the millennial workers in the computer sector who are involved in research and development in China. Hierarchical regression analysis was used to test the built mediation model empirically over the course of the study's three rounds of data collection, each separated by one month. Through the collection of paired questions for leadership and their subordinates, 424 valid questionnaires were obtained.

The examination of the questionnaire results supports the study's theoretical hypothesis, which states that when millennial workers sense a more playfulness work environment, it will encourage them to develop a sense of change self-efficacy. Additionally, they will be better able to handle work-related responsibilities and come up with innovative ideas as a result of change self-efficacy, which would eventually enhance the task performance and innovation performance of millennial employees.

By introducing the mediation of change self-efficacy, this study expands on the application of the conservation of resources theory. The research on the performance of millennial employees is complemented and enhanced by investigating the relationship between the playfulness climate and employees' task performance and innovation performance from the perspective of their sense of change self-efficacy. This study also reveals that managers should foster a positive and playfulness environment in their workplaces in order to manage the performance of millennial employees.

Much of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified employees, managing the perception of team overqualification can be effective in motivating team members in the current complex and changing business environment.

Based on the person–environment fit theory, this study examines how team overqualification affects employees' change self-efficacy and how it further motivates employees to engage in strategic scanning behavior toward proactive external information gathering and analysis. The data collection for this study was divided into two stages, spaced three months apart. The analysis of questionnaire data from 290 employees and 72 supervisors confirmed the theoretical hypothesis of this study.

When employees perceive a higher level of team overqualification, they will generate more strategic scanning behavior. And the change self-efficacy plays a mediating role between team overqualification and strategic scanning behavior and thus team members actively seek information from the external environment to develop future plans and work strategies. Meanwhile, transformational leadership positively moderates this process.

Firstly, this study extends the positive manifestations of overqualification at the team level. Secondly, this study verifies that change self-efficacy mediates the relationship between team overqualification and strategic scanning, enriching the research on the antecedent and outcome variables of change self-efficacy. Finally, this study verified that the interaction effect of transformational leadership and team overqualification had an impact on employee strategic scanning behavior through change self-efficacy.

Based on the research of free trade agreements on alleviating service trade policy heterogeneity and its impact on manufacturing exports, this article aims to not only provide a basis for China's strategy of promoting regional economic integration, but also provide a policy reference for the manufacturing industry to expand the export market space.

This study uses the two principles of “answering” and “scoring” to quantify the indicators of service trade policy heterogeneity to test the relationship between heterogeneity of service trade policy, free trade agreement and manufacturing export.

According to empirical study, the export of Chinese manufacturing firms is severely hampered by the variety of service trade regulations, and the bigger the enterprise, the more hampered it is. In comparison to communications, transport and commerce, the financial industry's policy heterogeneity has a greater negative impact on certain industries. The major methods used to reduce the impact of service trade policy heterogeneity on manufacturing exports are product price increases and product quantity reductions. Also, by reducing the heterogeneity of service trade regulations and fostering industrial exports, the free trade agreement that China has signed can be quite successful. The open commitment in the area of national treatment, however, can reduce policy heterogeneity and advance manufacturing.

In the area of market access, the effect of export is superior to the open promise. Thus, in order to effectively support the stabilization of international trade, China should actively encourage the negotiation and signing of higher-quality and mutually beneficial free trade agreements.

The reasons for turnover intention of millennial employees show intergenerational differences and gradually have become a hot topic in the field of management. From the perspective of knowledge management, this paper aims to explore the mechanism of individual knowledge distance on the turnover intention of millennial employees. Based on the social comparison theory and the person-environment fit theory, this study discusses the moderation role of individual perception of organizational innovation climate in this model by integrating social and cultural factors into the cognitive behavior model, and empirically tests the impact of individual knowledge distance on the turnover intention of millennial employees.

In this paper, 585 valid questionnaires were collected from the millennial employees, and the moderated intermediary model was empirically tested by using hierarchical regression analysis and conditional process analysis.

The results show that the knowledge distance between individuals has a significant positive impact on the turnover intention of the millennial employees; the ability-based Mianzi stress has a significant positive impact on the turnover intention of the millennial employees; in organizations with a high innovation climate perception, the ability-based Mianzi stress partially mediates the positive impact of the knowledge distance between individuals on the turnover intention; the organizational innovation climate perception positively moderates the influence of individual knowledge distance on ability-based Mianzi stress, and the boundary condition of ability-based Mianzi stress is discussed, which shows that knowledge distance can induce ability-based Mianzi stress only when individual are able to perceive organizational innovation climate.

This study explores the influence mechanism between knowledge distance and employee turnover intention from the perspective of Mianzi, which is a supplement and enrichment to the study of millennial employees’ turnover intention. It enlightens managers to take effective measures to reduce the negative impact of knowledge difference among millennial employees in the process of actively creating innovation climate in the organization. Because Western countries also have face problems, the conclusion of this study is also of practical significance to managers in Western countries.