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Based on dual organizational theory, the purpose of this paper is to examine the relationship between transformational leadership and innovative behavior in groups. The authors proposed that group innovative behavior was influenced by transformational leadership as a group-level construct which was moderated by dual organizational change that represent organization-level resources. Furthermore, the authors identified two organizational change-related situational variables-radical change and incremental change and examined their effects on group innovative behavior.

The authors collected data from full-time employees working in groups in 43 companies, located in five cities in China including Beijing, Yantai, Chengdu, Xi’an, and Chengde. These enterprises were from a wide range of industries, including manufacturing, financing, information technology, and geological exploration. The authors chose a middle- or senior-level manager from each company to act as chief survey respondent, who were asked to contact managers and employees from a list they had provided and invite them to participate in a web-based survey (via an e-mailed link) or a paper-and-pencil survey. A total of 192 managers and 756 direct subordinates from 112 groups completed the survey.

Results found that transformational leadership was positively related to group innovative behavior, and this relationship was moderated by radical change, but not incremental change; radical change and incremental change were also positively related to group innovative behavior.

This study adopts a cross-sectional study design, which is insufficient for deriving causal inferences. Future research may adopt a longitudinal study design to investigate causal impacts. Besides, some unmeasured variables could be related to transformational leadership and innovative behavior.

The paper includes implications for adopting appropriate leadership style to motivate innovative behavior, promoting dual organizational change to boost innovative behavior, and generating greater innovative behavior for transformational leaders in times of radical change.

This cross-level study contributes to the relationship between transformational leadership and group innovative behavior in the context of dual organizational change.

Despite the detrimental effects of supervisor knowledge hiding on employees and organizations, little research has focused on how subordinates cope with it. Drawing on the impression management theory, this study proposes a mediated moderation model to explain who and how cope with supervisor knowledge hiding.

Using a sample of 340 full-time participants in various organizations and industries in China, the proposed model was tested using ordinary least squares regression with the PROCESS 3.5.

The results support the mediated moderation model, indicating that proactive subordinates are motivated to manage their impression towards supervisors and engage in upward ingratiation to cope with supervisor knowledge hiding. In contrast, subordinates with low level of proactive personality trait have less impression management motive and engage in fewer upward ingratiatory behaviors.

Based on the impression management theory, the current paper contributes to the literature on supervisor knowledge hiding by expanding the consequences of supervisor knowledge hiding, identifying a boundary condition of supervisor knowledge hiding on subordinate’s subsequent behaviors and enriching the mechanism underlying the effect of supervisor knowledge hiding with proactive personality.

The current study aims to investigate the temporal mechanisms in HRM systems by focusing on how HRM systems evolve over time and how such changes affect organizational innovation.

This paper draws on organizational entrainment theory to examine how pace of change in employee involvement programs (EIPs) influences innovation via data from an eight-year longitudinal survey collected by Statistics Canada. The final sample includes 15,679 workplace–year observations.

This research shows that the effects of HRM programs on performance are more than just the mean effect – the pace of change by which changes are implemented in HRM programs matters in the long run. The optimal level of change pace occurs when the EIPs are changing at a pace that entrains (or synchronizes) with organizational rhythm of strategic changes. Results suggest that change pace in EIPs has an inverted-U-shaped relationship with both pace and quality of innovation. The curvilinear effect is more pronounced for organizations with relatively lower mean level of EIPs.

First, this study captures only key measures of the EIPs and may not be generalizable to other dimensions of the HR systems. Second, the results of this paper should be interpreted at the HR program level or bundles of HR practices – the findings may not be generalizable to lower levels of analysis. Third, as a result of annual measurement, this study cannot capture short-lived minor dynamic HR misfits where workplaces quickly adjust to regain alignment. Fourth, to attain meaningful and consistent measures of strategic HR change, this study only includes surviving workplaces with at least five years of observations.

This paper provides insights to managers and business leaders on how to implement strategic changes in HRM systems effectively to attain sustained innovation outcomes in the long run. To achieve an optimal level of innovation, organizations need to consider not only what and how many EIPs should be used but also how to strategically change EIPs to meet dynamic internal and external changes.

The current research introduces organizational entrainment theory to explain and empirically test the conflicting predictions of the universalist and contingency perspectives on the effects of strategic changes in HRM.

Data integration is to combine data residing at different sources and to provide the users with a unified interface of these data. An important issue on data integration is the existence of conflicts among the different data sources. Data sources may conflict with each other at data level, which is defined as data inconsistency. The purpose of this paper is to aim at this problem and propose a solution for data inconsistency in data integration.

A relational data model extended with data source quality criteria is first defined. Then based on the proposed data model, a data inconsistency solution strategy is provided. To accomplish the strategy, fuzzy multi-attribute decision-making (MADM) approach based on data source quality criteria is applied to obtain the results. Finally, users feedbacks strategies are proposed to optimize the result of fuzzy MADM approach as the final data inconsistent solution.

To evaluate the proposed method, the data obtained from the sensors are extracted. Some experiments are designed and performed to explain the effectiveness of the proposed strategy. The results substantiate that the solution has a better performance than the other methods on correctness, time cost and stability indicators.

Since the inconsistent data collected from the sensors are pervasive, the proposed method can solve this problem and correct the wrong choice to some extent.

In this paper, for the first time the authors study the effect of users feedbacks on integration results aiming at the inconsistent data.

The purpose of this paper is to deepen the understanding of the relationship between perceived organizational support (POS) and organizational justice (distributive justice, procedural justice, and interactive justice), and to test the moderating effect of conscientiousness.

A survey was conducted to measure study variables. Data were obtained utilizing a field survey from a sample of 520 professional managers working in two industries (manufacturing industry and service industry) in China. Confirmatory factor analysis and moderated hierarchical analysis were used to test hitherto untested hypotheses.

As the result showed, controlling the effect of control variables (age, tenure, education and position), organizational justice (distributive justice, procedural justice, and interactive justice) had a positive effect on POS in the service sample; meanwhile, the interaction effect between distributive justice and conscientiousness has been shown to be significant in both the manufacturing and service samples.

The results have obvious implications for organizational justice and POS in organizations. However, the results are to be viewed in the light of common method variance and same source bias.

The paper sheds light on the potential effects of conscientiousness, which strengthens the positive relationship between organizational justice and POS. Given the importance of conscientiousness, it may be worthwhile for leaders to stimulate managers' conscientiousness.

The paper examines how conscientiousness moderates the relationship between organizational justice and POS in both the manufacturing and service samples. It should be useful to academics and managers who want to understand the importance of conscientiousness.

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.

The purpose of this paper is to apply the social cognitive theory and social learning theory to examine the different mechanisms through which entrepreneurs’ moral awareness and ethical behavior affect the product innovation of new ventures.

The authors collected survey data from 150 founders and 389 founding team members of new ventures in China in 2015. The final sample contained 113 questionnaires from entrepreneurs and 246 questionnaires from their founding team members. Regression analyses were used to test direct effects, and Preacher and Hayes’ (2004) formal mediation test approach with bootstrapping method was used to evaluate the mediation effects.

The findings indicate that the ethical levels of entrepreneurs can affect the product innovation of a new venture through two paths: entrepreneurs with low levels of moral awareness tend to be more individually creative, which facilitates product innovation, and entrepreneurs with high levels of ethical behavior can make founding teams more creative, which also promotes product innovation.

The findings of this study suggest that entrepreneurs are not negatively affected by their low moral awareness as long as they exhibit high ethical behavior with founding team members. But such low moral awareness has to be genuine. The best way to promote product innovation in the long run is to create an organizational culture of ethical behavior rather than to ignore moral issues in decision-making.

This study challenges the assumption that moral awareness and ethical behavior are always consistent. It takes an initial step to resolve the contradiction in the current literature regarding the relationship between the ethical levels of entrepreneurs and product innovation in the context of founders and founding teams in new ventures.

Grounded in the structural and relational inertia literature, this paper aims to investigate how two types of founding conditions – prior state ownership and a founder’s state career history – may individually and interactively affect the resource acquisition and organizing capability of firms.

This study uses a unique, large-scale survey of 480 manufacturing firms in China.

The findings show that prior state ownership is positively related to a firm’s resource acquisition, and the founder’s state career history moderates the relationship between prior state ownership and a firm’s organizing capability such that a founder with a state career history can help a privatized firm overcome its structural inertia and achieve superior organizing capabilities. However, it is found that a founder’s state career history is not associated with a firm’s resource acquisition or organizing capability.

First, this study is cross-sectional. Second, this paper refocuses on Chinese manufacturing firms in two regions only. Third, the authors do not have information on how long founders had been in state sector. Fourth, the measure of resource acquisition and organizational capability is a self-reported perceptual measure.

First, this study suggests that founders’ state career history does not benefit firms in resource acquisitions. Once founders do not work for government organizations, they can lose the associated resource benefits. The founders may have to actively maintain their historical connections with the current government officials to continue to receive various information and resource benefits. Second, this study indicates that it is possible for privatized firms to have resource acquisition advantages resulting from their historical heritage and at the same time overcome the inferior organizing capabilities from their histories by having a founder with a prior state career history. Such founders tend to have the ability to overcome the unfavorable imprinting effect of previous histories and to help private firms develop better strategies and structures to fit the dynamic and competitive environment.

This study indicates that it is possible for state-owned enterprises to become efficient if they can employ capable managers with superior managerial skills.

Current literature on the effect of government affiliations on firm behavior and outcomes typically focuses on existing government affiliations and their benefits on a firm’s economic and information resources, legitimacy and new venture performance. This study is one of the first to examine how historical government affiliations may affect both the resource acquisition and organizing capability of a firm. In addition, existing studies have rarely studied simultaneously how a firm’s and a founder’s historical government affiliations may independently and interactively affect a firm’s ability to acquire resources and develop capabilities critical for a firm’s performance and survival. This study fills this gap.

Research in tourism and hospitality industry marketing has identified many highly effective applications of social media. However, studies in the existing literature do not enable a comprehensive understanding of this phenomenon because they lack a theoretical foundation. Therefore, this study systematically reviewed the literature from the perspective of the task-technology fit (TTF) theory. The purpose of this paper is to map out what is known about social media use in tourism and hospitality marketing and what areas need further exploration.

A descriptive cumulative review of the literature obtained 99 articles published in tourism and hospitality journals from 2010 to 2019.

The analysis suggests that to understand social media use in tourism marketing, researchers and practitioners in the industry must clarify the following four issues: the control variables, longitudinal analyzes and TTF concepts that should be used in future studies; the fitness of social media platforms for tourism marketing; how various social media platforms differ in terms of performance outcome; and the digital divide in the use of social media for tourism.

An integrated framework was developed to identify constructs and to understand their relationships. Recent studies in this domain are discussed; theoretical and practical suggestions and implications for future research are given.

Despite the various benefits of social networking services (SNSs), users have begun to experience fatigue in recent years, as evidenced by a decline in active user numbers. This relatively new phenomenon has only recently received significant managerial and academic attention. The antecedents of SNS fatigue are still unclear in the literature. The purpose of this paper is to identify the key factors causing SNS fatigue, based on a socio-technical approach.

The authors empirically tested this research model with 424 SNS users via an online survey. Structural equation modeling with partial least squares was used to analyze the data.

The results showed that the social factors of social comparison, social interaction overload, social surveillance and social information overload, and the technical factor of system complexity are significantly related to SNS fatigue.

This research benefits SNS providers by allowing them to better understand how to effectively design social networking platforms to retain and attract more users. It also benefits users by providing guidance on how to actively manage their own behavior to avoid potential negative outcomes induced by SNS usage.

This study focuses on the “dark side” of SNS from the perspective of fatigue, extending existing research on technostress. It also extends the applicability of the socio-technical approach to the phenomenon of SNS fatigue. Moreover, it enriches SNS fatigue research by addressing the importance of both social and technical factors in causing SNS fatigue.