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Based on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).

Based on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.

(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.

(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.

(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.

The purpose of this paper is to develop and test a model that identifies the impact of organizational justice on work performance. The model examined the mediating role played by organizational commitment and leader‐member exchange (LMX) in linking organizational justice and work performance.

The data were collected from 793 completed questionnaires sampling employees from industries across the People's Republic of China. The questionnaire included scales to measure organizational justice, organizational commitment, LMX, and work performance. The measurement of constructs and the hypothesized relationships among variables were assessed by the use of structural equation modeling. The Baron and Kenny approach was used to test the mediating effects.

First, the relationship of organizational justice to work performance was mostly indirect, mediated by organizational commitment and LMX. Second, among the three kinds of organizational justice, interactional justice was the best predictor of performance. Lastly, organizational commitment accounted for more of the variance than LMX did in the mediating mechanism.

The model developed in this article provides important insights in the study of the relationship between organizational justice and work performance. Future research needs to examine the model using a cross‐national sample.

The link between organizational justice and work performance was mostly mediated by organizational commitment and LMX.

Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity.

The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection.

The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification.

This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

For 40 years, it has been widely believed in the West that learning organisations would be healthier, flexible and more competitive than other organisations. By now, one might expect them to be widespread. However, fully developed learning organisations are rare in the West. In contrast, Chinese organisations seem naturally to be learning organisations. The paper aims to explore the impact of Eastern (largely Chinese) and Western (largely US) philosophies upon the development of learning organisations and suggests that for learning organisations to develop in the West a different philosophical approach may be needed.

The Chinese worldview, and Chinese pragmatism in particular, are discussed in the context of learning organisations. A link is made with the American pragmatism of Dewey. These philosophical traditions are compared to the prevailing worldview and philosophical tradition in the West, which may help explain the rarity of the learning organisation in the West.

A pragmatic philosophy and a relational worldview allow the development of natural learning organisations in China. The recovery in the west of pragmatism and a relational worldview might allow Western organisations to move towards becoming learning organisations. Without this philosophical underpinning, it is unlikely that there will be more than visionary glimpses of utopian ideas for learning organisations.

The significance of pragmatism in the development of learning organisations needs to be considered as a factor in the failure to develop widespread learning organisations in the West.

This study aims to find work concepts and mesoergonomic stages that are not well known and are not widely used in solving problems related to ergonomics using macro and micro ergonomics.

The study used a questionnaire distributed to several ergonomists who were able to provide opinions on meso ergonomics, especially in determining what aspects affected meso ergonomics so that the meso stages could be determined.

The results of data collection show that aspects that affect meso ergonomics are closely related to macro and micro ergonomics, aspects that are found to have similarities between the three because meso ergonomics is between them.

Determine the stages of meso ergonomics and clarify the limits of meso ergonomics using a questionnaire distributed to several respondents who understand ergonomics.

This paper can be applied to organizations that have a tiered organizational structure so that departments in the organization are divided into several parts to be observed and related to each other in carrying out organizational functions.

Provides convenience for researchers in observing organizations with the presence of mesoergonomics which is a bridge between macro and micro ergonomics.

The stages of meso ergonomics are arranged based on aspects and meso ergonomics variables that have been obtained from previous studies which now have added some considerations in the preparation of mesoergonomic stages such as the macroergonomic analysis design on macro ergonomics.

This study aims to break through the limitations of previous studies that have focused too much on the individual-level effects of humble leadership. Based on the affective events theory (AET), this study provides to construct an individual-team multilevel model of humble leadership focusing on the followers’ affective reaction and attribution of intentionality.

On the basis of subordinates’ attribution of humble leadership, it is believed that there are actually two motivations for humble leadership: true intention (serve the organizational collective interest) and pseudo intention (serve the leader’s self-interest), to which subordinates have different affective reactions, causing different leadership effectiveness. Thus, this study conducted an extensive review based on the qualitative method and proposed an integrated multilevel model of leader humility on individual and team outputs.

Followers’ attribution of intentionality moderates the relationship between humble leadership and followers’ affective reaction, which also determines followers’ performance (task performance, interpersonal deviant behavior and leader–member exchange); the interaction between team leaders’ humble leadership and collective attribution of intentionality influences team outputs (team outputs, organizational deviant behavior and team–member exchange) through team affective reaction; team humble leadership affects individual outputs through affective reaction and team affective climate plays a moderating role between affective reaction and individual outputs.

This study explores the individual-team multilevel outputs of humble leadership based on the AET theory, which is relatively rare in the current field. This study attempts to incorporate leaders’ motivation (such as attributions of intentionality) into the humble leadership research, by confirming that humble leadership affects affective reaction, which further influences individual-team multilevel outputs.

The purpose of this paper is to provide “Comments” on two previous papers in this journal about fair value in Chinese accounting. It extends those papers by considering developments since 2006.

The paper analyses the contents of Chinese Accounting Standards, dividing the references to fair value into several different categories. This analysis is compared to the findings of the two previous papers. This paper then re-assesses the evidence about the alleged pressures from international institutions on Chinese accounting.

The two previous papers greatly overstate the importance of fair value in Chinese accounting, partly through misinterpreting Chinese standards and partly because of a lack of caveat that the instructions about fair value often relate to special circumstances or unusual companies. The theorising about Chinese enthusiasm for fair value is misguided: the present author suggests that China became keen to adopt international standards despite their use of fair value not because of it, and that China removed much of the fair value when it adapted international standards. The extension of the analysis beyond 2006 provides a fuller coverage but does not alter the conclusions.

The earlier of the two papers examined has been extensively cited. Researchers need to be warned that the technical content and the conclusions of both papers are questionable. Authors should define terms clearly and should provide sufficient reference detail to enable readers to check findings.

Multinational companies, auditors and financial analysts should not be misled into thinking that Chinese accounting makes extensive use of fair value accounting.

This paper critically re-assesses two previous papers, starting with detailed technical data and moving through to the influence of international institutions. This paper also newly extends the analysis of Chinese standards beyond 2006.