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The purpose of this paper is to investigate the institutions involved in providing experience to entrepreneurs in China and analyzed the types of experience they provide. Moreover, the abilities of related organizations to shape experience were analyzed.

By using a multiple case study method, this qualitative study examined various entrepreneurial experience providers (namely incubator, entrepreneurship training institution, franchise store, entrepreneurship training network, and family business experience transfer) to understand the experience types and their supplying competencies.

On the basis of the types of entrepreneurial experience and the criteria for entrepreneurial competency assessment, the study results showed that the primary providers in China are the Start Your Business (SYB) program, incubators, and family businesses. Furthermore, for-profit social training organizations provided less experience than did governmental or private ones. The five providers mainly provided “know-what” entrepreneurial experience. Among the providers, family businesses and SYB offered experience that was conducive to entrepreneurial learning.

Entrepreneurs are the subjects of entrepreneurship education, while this study mainly focused on analyzing the experience supplying competencies. Thus, future studies should explore the required abilities that are developed during entrepreneurship for various learners.

This study interpreted how to achieve Chinese mass entrepreneurship and innovation strategy in the context of the low development of entrepreneurship higher education. To improve their competencies in providing experience, providers must focus on developing proper curricula, effective transfer methods and teacher resources, and incorporating entrepreneurship education.

On the basis of social learning theory and human capital theory, this study developed a set of criteria for the assessment of the ability of entrepreneurial experience providers. This study analyzed how related institutions enhanced entrepreneurial experience, thereby expanding the relevant learning channels and providing options for entrepreneurs to accumulate experience in China.

The purpose of this paper is to analyse the mechanism of how Machiavellian corporate culture (MCC) affects employees’ counterproductive work behaviours.

Through a three-phase grounded study on the data of a single case amounting to over 170,000 words, this qualitative study explores why employees exhibit counterproductive work behaviours.

The results indicated that the implications of the MCC of family businesses in China include the following three dimensions: low trust, control orientation, and status orientation. In this corporate cultural context, employees exhibit counterproductive work behaviours because they perceive low organisational justice, psychological contract violation, and low trust. Among them, psychological contract violation serves as a triggering mechanism due to the organisational context and trust is crucial to employee counterproductive work behaviour.

In this study, the results are derived merely from the observation of and generalisation about one case; more therefore, empirical studies are required.

Numerous family business owners in China exhibit a high level of Machiavellian personality traits, and this personality tends to determine the implications of corporate culture. In order to establish a diverse culture, a heterogeneous top manager team must be developed and a new organisational culture must be established from top down.

This study extends the research scopes of employee personality and behaviours as well as leaders’ personality traits and employee emotions, and proposes a theoretical framework of leaders’ personality-culture-employee behaviours as a contribution to studies on organisational behaviour, theories of corporate social responsibility, and development of corporate culture.

Prior studies have consistently shown that leader psychological capital is beneficial for leader–member exchange (LMX) and followers’ outcomes. In this study, the authors challenge this consensus; they propose that a leader with high-level psychological capital may decrease LMX and promote followers’ turnover intention when encountering a follower with low-level psychological capital. Only congruent psychological capital in leader–follower dyads increases LMX and decreases turnover intention.

A two-wave survey was designed to collect data from a sample of 207 leader–follower dyads in the service industries of China. Polynomial regression combined with the response surface analysis was used to test the hypotheses.

(1) LMX increased when the levels of psychological capital between leaders and followers were congruent, but LMX suffered when they were not congruent (e.g. leaders’ psychological capital was higher than followers’ or otherwise); (2) in the conditions of psychological capital congruence, LMX was higher when a leader’s and a follower’s psychological capital were both high than low; (3) LMX mediated the relationship between psychological capital congruence and followers’ turnover intention.

These findings provide a novel perspective on understanding of the function of psychological capital and its implications for turnover management.

Drawing upon the self-protection theory, the purpose of this study is to examine whether and how workplace loneliness leads to workplace territoriality.

Three-wave data from 243 employee–colleague dyads in China were collected to provide stronger empirical evidence supporting the hypotheses presented in this study. Path analysis and the bootstrapping method were used to test the predictions of this study.

The results of this study showed that employees’ workplace loneliness was positively related to their territorial behavior; employees' self-serving cognitions mediated the relationship between workplace loneliness and territorial behavior; and self-sacrificial leadership negatively moderated the relationship between workplace loneliness and self-serving cognitions and the indirect relationship between employee workplace loneliness and territorial behavior through self-serving cognitions.

The findings of this study suggest that organizations should pay attention to employees’ self-serving cognitions and cultivate self-sacrificial leadership to manage the territorial behavior derived from workplace loneliness.

This study highlights the positive effects of workplace loneliness on self-serving cognitions and subsequent workplace territoriality and shows that self-sacrificial leadership plays a buffering role in this process.

This study aims to explore whether and how workplace loneliness leads to cyberloafing and the role of leader problem-focused interpersonal emotion management in buffering this relationship.

Drawing on ego depletion theory, the authors propose that employees' workplace loneliness leads to cyberloafing via ego depletion, while leader interpersonal emotion management (i.e. leadership behavior targeted at managing employees' negative emotions) can help to alleviate the situation. To test this study’s predictions, the authors collected multisource data at three time points from a sample of 219 employee–colleague dyads.

The results show that workplace loneliness is positively related to cyberloafing and that ego depletion mediates this relationship. Leader problem-focused interpersonal emotion management weakens the relationship between workplace loneliness and ego depletion and the indirect relationship between workplace loneliness and cyberloafing via ego depletion such that the above relationships are weak (versus strong) when leader problem-focused interpersonal emotion management is high (versus low).

The study results suggest that workplace loneliness is an important hidden danger that leads to cyberloafing because lonely employees suffer more from ego depletion. Leaders' interpersonal emotion management strategy serves as a potential buffer for such a negative effect.

Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.

Two different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.

Subordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.

The findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.

This research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.

The study examines how human resource management practices (HRMPs) – including ability practice, motivation practice and opportunity practice – affect employee well-being (EWB) – including life well-being, job well-being and psychological well-being – in the Chinese cultural context.

A sample of 529 employees from various industries in China participated in the survey for this study. Data were analyzed using structural equation modeling.

The findings indicate that HRMPs have a significant positive effect on EWB. Specifically, practices based on ability, motivation and opportunity have a significant positive effect on job well-being, life well-being and psychological well-being, respectively. Integrity leadership moderates the impact of HRMPs on EWB. Organizational justice has a partial mediating effect on the relationship between HRMPs and EWB. Integrity leadership moderates the mediation effect of organizational justice in the relationship between HRMPs and EWB.

Human resource policies and practices need to create a fair organizational atmosphere, and managers implementing them must have integrity leadership. When selecting and promoting managers, organizations should pay attention to not only a candidate's ability but also his or her integrity.

This study uncovers how the important roles of organizational justice and integrity leadership act on the relationship between HRMPs and EWB, thus advancing our understanding of how HRMPs can effectively increase EWB.

Career dissatisfaction can be defined as an unpleasant or a negative emotional state that results from the appraisal of one’s career. This negative affective appraisal might motivate an individual to take actions to improve the situation. This paper examines career dissatisfaction as a trigger for employee job crafting in terms of altering the task and the relational boundaries of the work.

The paper further theorizes that employee contextual resource (i.e., job social support) and personal resource (i.e., occupational self-efficacy) will interact with career dissatisfaction to result in job crafting. Two-wave data were collected from a sample of 246 Chinese employees.

As hypothesized, employees with career dissatisfaction exhibited the highest levels of task and relational job crafting when they received adequate support from coworkers and supervisors and were confident about their occupational abilities.

The findings suggest that under certain conditions employee career dissatisfaction could be transformed into proactive work behavior (i.e., job crafting).

This paper aims to present a systematic review of the literature concerning major aspects of innovation performance and compare the research hotspots of innovation performance in the twenty-first century with three primary purposes: first, to view the trend of Chinese and English literature on innovation performance research; second, to summarize the research streams in innovation performance; and third, to predict possible directions for future innovation performance research.

The authors first introduce a framework of innovation performance research developments. Then they construct a representative data set of bibliographic records, obtaining 1,768 articles in the SSCI citation index database and 1,431 articles in the CSSCI database. The authors then make a comparative analysis from two aspects: research themes and development of academic communities. The research objects are keywords and references so that co-word and co-cited reference networks are established. Finally, the authors combine the direction of research streams about “innovation performance” to summarize 28 questions in three research fields that can be studied in the future.

The momentum of the literature in English on innovation performance is increasing, whereas the Chinese literature has declined in recent years. The direction of research streams in Chinese and English literature is the same: they are the “innovation system/elements” research stream, the “innovation activity/ability” research stream and the “innovation network/social capital” research stream. Although the directions are the same, the specific contents of the research are different. The direction of future development of innovation performance research can be undertaken in three aspects: follow research into expanding hot topics, mine the research of typical academic circles and develop research into exploring more fields. Combined with the direction of research streams, 28 questions in three research fields are summarized.

Based on the background of “mass entrepreneurship and innovation” in China, the research on enterprise “innovation performance” is becoming more and more important. The findings help us summarize the research streams related to innovation performance research, better understand the themes that point to directions for future development of innovation performance research and summarize 28 questions.

Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies.

The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis.

The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees.

This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees.

This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.