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In today's digitalized world, platform leadership is a novel leadership style that facilitates employee innovation. However, the impact mechanism of platform leadership on employee innovation passion has not been explored.

In this study, based on the theory of a self-organizing objective system, 591 new-generation employees were surveyed to explore the impact of platform leadership on the harmonious innovation passion of new-generation employees.

The results showed that platform leadership stimulates the harmonious innovation passion of employees by promoting the integration of organizational and employee objectives. This mechanism was found to be weakened by the internal integrated organizational culture and strengthened by the external adaptive organizational culture.

This study explores the mechanism by which platform leadership style influences the harmonious innovation passion of new-generation employees and provides theoretical guidance and practical insight into ways to improve the innovation capability of new-generation employees.

This study aims to explore the antecedents of bootlegging from the perspective of paradoxical leadership. Based on the theory of planned behavior (TPB), it examines a multiple mediation model with harmonious innovation passion, role breadth self-efficacy and perceived error management culture as mediators, to interpret why paradoxical leadership influences employee bootlegging.

To test the theoretical model, data were collected from 218 full-time employees from enterprises in Chinese cities using a three-wave time-lagged design. Path-analysis and a bootstrapping approach in Mplus7 were used to examine the hypotheses of the theoretical model.

The results show that paradoxical leadership has a positive influence on bootlegging. In the multiple mediation model, the effect paths of harmonious innovation passion and role breadth self-efficacy are significant but there is an insignificant difference in their power, while the effect path of perceived error management culture is insignificant, although it has a significant simple mediating effect and sequential mediating effect.

This study is among the first to show the influence of paradoxical leadership on bootlegging, responding to the research call to use the paradoxical factors to capture the antecedents of innovative behaviors. Second, this study enriches the outcomes of paradoxical leadership, that of bootlegging. Third, this study provides a TPB-based mechanism of how paradoxical leadership promotes bootlegging by increasing employees’ harmonious innovation passion, role breadth self-efficacy and perceived error management culture. This provides a new theoretical perspective to explain the relationship between paradoxical leadership and employee bootlegging. It also responds to the call for exploration of the multiple pathways of leadership.

This paper aims to study the role of ethics in the social innovation process and its effect on entrepreneurial passion. It explores the factors that encourage social entrepreneurs to innovate by examining the concepts of harmonious and obsessive passion and ethics.

The database consists of 97 entrepreneurs who benefited from the services offered by the support organizations for social entrepreneurs. The data are analyzed using the partial least squares structural equation modeling.

The results show that Islamic ethics has a positive effect on social innovation. This effect can be further amplified by harmonious passion (HP). Such passion certainly strengthens social entrepreneurs throughout the innovation process and consolidates the implementation phase of their projects.

This study highlights the importance of ethics in the process of social innovation. Ethics acts directly or through HP to stimulate social innovation. This passion enables taking actions and favors the creation of innovative social projects.

These findings add value to the previous literature by introducing ethics into the entrepreneurial passion theory and exploring new factors that promote social innovation.

Based on self-consistency theory and conservation of resource theory, this study aims to discuss the impact of career calling congruence on employees’ innovation performance (IP) and analyzes the mediating effect of work passion [harmonious passion (HP) and obsessive passion (OP)].

To avoid serious common method biases, data in this paper were collected at three-wave. This paper investigated 381 employees to assess their career calling in time 1, measured their work passion in time 2 and assessed the IP of these employees in time 3. This paper also conducts confirmatory factor analysis, polynomial regression, response surface analysis, bootstrapping test and simple slope test to verify the research hypothesis in this paper.

In the career calling congruence case, employees’ HP, OP and IP are higher when both levels of serving oneself career calling and helping others career calling are high than when both are low; In the career calling incongruence case, employees’ HP, OP and IP are higher in the “low serving oneself and high helping others” case than in the “high serving oneself and low helping others” case; The more congruent the “serving oneself” and “helping others” career calling are, the higher the employees’ HP, OP and IP will be; and HP and OP mediate the relationship between career calling congruence and IP.

This study further clarifies the structure of career calling and find the positive effects of career calling on IP. The results present a deeper understanding of career calling and are universal applicable to the eastern culture context.

This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

The purpose of this paper is to measure and conceptualize the concept of well-being-oriented management (WOM), and to investigate the relationship between well-being oriented management (WOM), harmonious work passion, and innovative work behavior (IWB).

In a sample of 362 senior managers, the authors used a two-wave structural equation model to verify whether the relationship between WOM and IWB was mediated by harmonious work passion.

This study reveals that human resource practices (HRM) oriented toward well-being, namely WOM, can be measured and conceptualized. In addition, WOM implemented over a period of one year, subsequently fostered IWB. Further, the role of harmonious passion as a catalyst in the relationship between these HRM practices and IWB was also examined.

Drawing upon the social exchange theory and the Job Demands-Resources model, our contributions are threefold: to conceptualize and empirically measure WOM; to discover the effect of WOM on IWB, and to assess the mediating role of harmonious work passion in the relationship between WOM and IWB.

The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.

Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.

The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.

This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior.

The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data.

The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion.

The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior.

This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Entrepreneurial passion lies at the foundation of the business development process, yet the available evidence is ambiguous regarding its effects on firm performance. In this study, we examine the entrepreneurial passion puzzle by looking into decision-making mechanisms underlying its potential to increase business performance outcomes. Based on the literature on passion and effectuation theory, we link harmonious passion to firm performance through effectual behavioral logic.

To empirically test the theoretical model, we performed bootstrapping-based mediation, ordinary least squares moderated regression and moderated mediation analysis based on survey data collected from 105 executives of US firms.

We found that harmonious passion indirectly increases firm performance through effectuation. The direct link between harmonious passion and firm performance is insignificant. Moreover, the proposed mediation model is strengthened when the executives attain high levels of entrepreneurial experience.

This study is not without limitations. First, a cross-sectional data set was adopted as the empirical setting of our research. Hence, further studies could benefit from applying longitudinal research designs. Second, a self-reported survey was utilized to measure firm performance. Although such operationalization is widely accepted in management and entrepreneurship studies, objective measures can produce additional insights into focal relationships.

This study provides practical implications for educators, consultants and managers. First, educators should encourage harmonious passion and teach effectual decision-making through various educational programs. Consultants and business practitioners should take similar orientations when organizing training for employees and executives. Finally, managers need to comprehend the motivational types of their employees and promote harmonious passion through appraisal systems and organizational culture.

This research uncovers a mechanism and a boundary condition on the relationship between harmonious passion and performance. The results show the critical moderating role of human capital and the mediating role of effectual decision-making on the passion and performance relationship. The current study contributes to the passion literature by providing a more nuanced understanding of the dynamics between entrepreneurial passion and firm performance.