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Given the profound impact of social media on civic activism, as demonstrated by the #BlackLivesMatter and #MeToo movements, the current study aimed to examine the factors that influence the public to engage in civic activism on social media platforms.

This study used the responses from 4,316 social media users who participated in the 2018 American Trends Survey (Wave 35) conducted by Pew Research Center. The dataset was analyzed using hierarchical regression.

The results suggest that respondents who were younger, female, White and liberal were more likely to participate in activism-related behaviors, such as using hashtags, changing profile pictures and participating in groups with shared interests in political and social issues. Respondents' engagement in online civic activism increased particularly when they had a strong motive for expressing and sharing their opinions. In contrast, external online political efficacy – the belief that social media influences policymaking and decision makers – was not significantly associated with activism engagement on social media.

This study identified key demographic characteristics of social media users who participate in online civic activism. In addition, the findings extend previous lines of inquiry by examining and assessing the impact of external online political efficacy and opinion expression motive. We conclude that individuals engage in civic activism on social media mainly because they find it important to express views on political and social issues and to find others who share these views, as opposed to thinking that social media can be used to exert influence on policy decisions.

This study develops a cross-level moderated mediating model based on expectation-value theory to extend the knowledge on how and when organizational culture motivates employee radical creativity.

Based on longitudinal, multisource data for 584 R&D employees in 73 organizations, the research hypotheses were tested by a multilevel analysis using hierarchical linear model.

The results showed that error management culture had a positive effect on employees' psychological safety and radical creativity; psychological safety mediated the effect of error management culture on employee radical creativity. Further, moderated path analysis revealed that employees' promotion focus moderated the positive effect of psychological safety on employee radical creativity and thus strengthened the indirect effect of error management culture on employee radical creativity via psychological safety.

Literature on how organizational culture motivates workplace creativity pays little attention to employees' radical creativity. This study fills this gap by empirically examining the role of error management culture as a critical organizational culture that secures employee radical creativity. It also provides a novel mechanism, i.e., an expectancy-value mechanism to explain the link between organizational context and radical creativity by elucidating the underlying psychological process whereby error management culture drives employee radical creativity and identifying the pivotal moderating role of employees' regulatory focus in the function of error management culture.