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In recent years, counterproductive knowledge behavior (CKB) and its types have received increasing interest in knowledge management as the degree of knowledge sharing and innovation in enterprises continues to increase. A rapidly growing number of studies have shed light on the important antecedents and consequences of employees’ CKB. However, the various labels, conceptualizations and operationalizations of CKB have fragmented this body of research. This study aims to systematically integrate the effects of the six types of organizational characteristics on CKB and further draws more general conclusions based on the results of previous studies.

Based on a survey of 103 effect values responsible for 52 CKB samples, the authors use the ABC theory to explore the effects of the six types of organizational characteristics on CKB. Moderator analysis were performed to resolve inconsistencies in empirical studies and understand the contexts under which CKB has the strongest or weakest effect.

The results showed that task interdependence and a positive organizational atmosphere, in general, negatively affect employees’ CKB in the moderation analysis. In contrast, workplace discomfort, negative organizational atmosphere, internal competition and time pressure positively and partly affect employees’ CKB. The direction and magnitude of these effects were affected by emotional factors, knowledge personnel types and sample sources. Discussing the theoretical, methodological and practical implications of these findings can offer a guiding framework for future research.

Better control of employees’ CKB is not achieved by adjusting organizational characteristics alone but by combining personal characteristics and mood changes with it to balance organizational characteristics and CKB. Furthermore, the large-sample joint study integrated the conceptual definition of CKB. The multivariate data study provided more reliable conclusions and a solid theoretical foundation for CKB research areas.

The library is one of the critical foundations of informing and educating the public, and it should fulfil its function in the community, which is disseminating knowledge effectively. The library must have a dynamic space and an appropriate atmosphere to do this. Also, librarians should assist clients outside of stressful work environments. This study aimed to examine the association between organizational climate and job burnout in the hospital and college libraries of Shahid Beheshti University of Medical Sciences.

This study is a cross-sectional survey. The population includes all librarians working in the college and hospital libraries of Shahid Beheshti University of Medical Sciences. Two questionnaires, including organizational climate “ClimateQUAL” and job burnout “Maslach and Jackson”, were applied to collect data. It was hypothesized that there is a correlation between the organizational climate and the burnout of librarians.

The findings revealed that the organizational climate and job burnout are not in a favourable situation, with average scores of 4.70 and 2.50, respectively. Furthermore, there is a significant statistical relationship between organizational climate and job burnout (p-value<0.001).

Knowledge of the significant relationship between the organizational climate and job burnout in medical libraries may encourage policymakers to make more efforts to provide their staff with a better climate and less burnout. Regarding that it is crucial to enhance the existing condition in medical libraries, the findings of the present study suggest that policymakers should be conscious of improving the current condition, which could lead to promoting patrons’ satisfaction and productivity in the mentioned libraries.

This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.

This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.

The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.

The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.

Overqualification is a growing concern for employers in many countries. The practice of mismatching employees and positions inevitably leads to an increase in organizational training and management costs. This study can not only further enrich the theoretical achievements in the field of human resource management, but can also provide a reference for enterprise managers on how to effectively stimulate employees' innovative behaviour.

503 questionnaire responses were analysed using SPSS 24.0 and Mplus 8.0.

It was concluded that, (1) perceived overqualification is negatively related to employees' innovation behaviour (β = −0.32, p < 0.001); (2) psychological contract breach and psychological distance partially mediate the relationship between perceived overqualification and employees' innovation behaviour. Among them, the mediating effect of psychological contract breach was −0.14 (p < 0.01), and that of psychological distance was −0.12 (p < 0.001); the chain-mediating effect of psychological contract breach and psychological distance was −0.09 (p < 0.01); (3) employment relationship atmosphere played a moderating role in the relationship between perceived overqualification and employees' innovation behaviour (β = 0.04, p < 0.01).

This study verifies the negative impact of perceived overqualification on employee innovation behaviour and reveals the mediating role of psychological factors between the two. It also discusses the moderating effect of employment relationship climate on the relationship between perceived overqualification and employees' innovation behaviour.

This paper proposes a novel hybrid simulation approach that incorporates the structural equation model (SEM) and system dynamics (SD) to investigate the impacts of leadership dynamics on project performance under different scenarios.

SEM is used to identify and validate a correlation between leadership variables and project performance statically. On this basis, the SD model is constructed to depict a system model connecting the leadership and project performance. Different scenarios are simulated to dynamically model the variation in leadership on the evolution of project performance.

Results indicate that (1) leadership can be divided into personal ability, relationship atmosphere and organizational strategy in complex construction projects; (2) personal ability, relationship atmosphere and organizational strategy positively correlate with project performance over time; and (3) L1 (stress management ability), L7 (team building) and L17 (institution support) are the leading factors influencing project performance and should be paid more attention under limited resources.

This research contributes to (1) the state of the knowledge by proposing a hybrid methodology that can systematically model the impacts of leadership dynamics on project performance over time and (2) the state of the practice by gaining a better understanding of the strategy of resource distribution for enhancing project performance in complex construction projects.

The reasons for turnover intention of millennial employees show intergenerational differences and gradually have become a hot topic in the field of management. From the perspective of knowledge management, this paper aims to explore the mechanism of individual knowledge distance on the turnover intention of millennial employees. Based on the social comparison theory and the person-environment fit theory, this study discusses the moderation role of individual perception of organizational innovation climate in this model by integrating social and cultural factors into the cognitive behavior model, and empirically tests the impact of individual knowledge distance on the turnover intention of millennial employees.

In this paper, 585 valid questionnaires were collected from the millennial employees, and the moderated intermediary model was empirically tested by using hierarchical regression analysis and conditional process analysis.

The results show that the knowledge distance between individuals has a significant positive impact on the turnover intention of the millennial employees; the ability-based Mianzi stress has a significant positive impact on the turnover intention of the millennial employees; in organizations with a high innovation climate perception, the ability-based Mianzi stress partially mediates the positive impact of the knowledge distance between individuals on the turnover intention; the organizational innovation climate perception positively moderates the influence of individual knowledge distance on ability-based Mianzi stress, and the boundary condition of ability-based Mianzi stress is discussed, which shows that knowledge distance can induce ability-based Mianzi stress only when individual are able to perceive organizational innovation climate.

This study explores the influence mechanism between knowledge distance and employee turnover intention from the perspective of Mianzi, which is a supplement and enrichment to the study of millennial employees’ turnover intention. It enlightens managers to take effective measures to reduce the negative impact of knowledge difference among millennial employees in the process of actively creating innovation climate in the organization. Because Western countries also have face problems, the conclusion of this study is also of practical significance to managers in Western countries.

Enterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.

Based on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.

The study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.

The results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

In this study, the concept of organizational stupidity (OS) and different aspects of the OS is analyzed, and a conceptual model for the OS is proposed.

The data for the OS study were collected by interviewing the employees of the Iran Revenue Agency (IRA), Isfahan Province Branch. The snowball method was used for sampling and data collection. The data collected from interviews are analyzed using MAXQDA (a software for qualitative data analysis).

After analyzing the data, a conceptual model for the OS is proposed using the grounded theory (GT). The proposed model contains all factors influencing the OS and the relationship among them. The accuracy of the proposed OS model is confirmed using structural validity, external validity, descriptive validity and interpretive validity. The reliability of the proposed OS model is approved using the Holstie, Miles and Huberman reliability equation. The proposed model shows the casual conditions, interfering factors, contextual factors and main phenomena leading to OS and predicts the strategies and consequences of the OS.

This model can be used to plan strategies for managing and reducing OS in organizations.

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.

In the hyper-dynamic business world of today, innovation has become the lifeblood of organizations. Knowledge management (KM) is widely considered an essential antecedent of innovation. However, very little empirical research has specifically addressed how KM is nurtured as support for innovation from a behavioral point of view. This paper aims to operationalize the characteristics of a fitting context – in terms of top management support, organizational rewards and mutual trust – and to clarify the role of organizational context on knowledge management strategies (KMS) and ultimately on firm innovativeness.

By studying 98 surveys from 23 companies from Technology Fast 50 list, based on using the partial least squares method, the authors find that this organizational context has a significant impact on the formulation and implementation of KMS.

Organizational/behavioral context has significant effects on the formulation and implementation of KMS as well as firm innovativeness. The results also demonstrate that the tacit KMS has a crucial impact on firm innovativeness.

From a behavioral perspective, this study empirically examines the role of organizational context (top management support, organizational rewards and mutual trust), KMS and firm innovativeness in a holistic manner in Turkey, a developing country. To the best of the authors’ knowledge, no researcher has undergone those relationships in literature.