Environmental problems caused by excessive carbon emissions are becoming increasingly prominent and have received heightened attention in recent years. Encouraging people to adopt low-carbon behavior to reduce carbon emissions is desirable. Based on social learning theory, we developed and tested a moderated mediation model to investigate when and how environmentally specific servant (ESS) leadership impacts employees’ low-carbon behavior (i.e., private low-carbon behavior and public low-carbon behavior). We tested our theoretical framework with a sample of 483 subordinates and their direct supervisors working in northern China. The results indicate that ESS leadership is positively related to employees’ low-carbon behavior, and that environmental self-accountability plays a mediating role in this relationship. In addition, power distance orientation strengthens the direct effects of ESS leadership on employees’ environmental self-accountability and low-carbon behavior, as well as the indirect effect of ESS leadership on private low-carbon behavior via environmental self-accountability. Our findings contribute to the literature surrounding ESS leadership and low-carbon behavior, and help to promote green development and thus achieve the goals of carbon neutrality and decreasing carbon dioxide emissions.
The application of digital information and computing technology can significantly improve cooperation between different enterprises and the efficiency of knowledge and resources management, while facilitating the participation of partners in various technological innovation activities. The choice of digital information technology by traditional enterprises and the transfer of digital information technology between enterprises are key issues in the application of industrial digitalisation at this stage, and it is necessary to explore their transfer strategies and operational mechanisms theoretically. In this paper, a digital information technology transfer system consisting of a high-tech enterprise and two heterogeneous manufacturing enterprises is simulated and constructed using the Stackelberg game approach. This system can help high-tech enterprises choose the optimal digital information technology transfer strategy, while promoting the digital transformation and upgrading development of traditional manufacturing enterprises.
We developed a “thinking-behavior-outcome” logical framework to explore the effect of entrepreneurs’ cognitive flexibility on dual innovation and the performance of new ventures, drawing on social cognitive theory, and collected data from a sample of 293 new ventures through a questionnaire to conduct an empirical analysis. We find that entrepreneurs’ cognitive flexibility may indirectly affect the performance of new ventures by influencing their dual innovation activities; resource management capabilities positively moderate the relationship between entrepreneurs’ cognitive flexibility and dual innovation. In addition, our study demonstrates that dual innovation equilibrium has a stronger effect on the performance of new ventures than single-dimensional innovation activities. Our study highlights the importance of entrepreneurial cognitive flexibility for new ventures to implement innovation strategies and improve performance. The findings not only help to clarify the relationship between entrepreneurs’ cognitive flexibility and new venture performance and to enrich social cognitive theory, but they also provide new perspectives on responses to enhance dual innovation capabilities of new ventures under the influence of COVID-19.
Supplementary Information
The online version contains supplementary material available at 10.1007/s12144-022-03532-x.
IntroductionCOVID-related work changes have seriously disrupted employees’ familiar routines and hampered their lives and work. Although this topic has drawn rising attention, to our knowledge, limited studies have investigated the impact of COVID-related work changes on employees’ mentality and behavior. In this paper, we developed a moderated mediation model based on ego depletion theory to test how and when COVID-related work changes impact employees’ mental health, interpersonal conflict, and aggression behavior.MethodsWe collected 536 valid participants by conducting a questionnaire survey in a large Chinese manufacturing company, and tested our proposed theoretical model and hypotheses using SPSS 26.0 and Mplus 8.1.ResultsThe empirical results showed that COVID-related work changes would harm employees’ mental health and boost their interpersonal conflict and aggression via increasing their ego depletion. Moreover, trait resilience has an intervention in the relationship between COVID-related work changes and employees’ ego depletion, which weakens the indirect impact of COVID-related work changes on mental health, interpersonal conflict, and aggression.DiscussionThese findings suggest that although COVID-related work changes were inevitable, managers should take measures to improve the employees’ mental status and avoid conflicts promptly while taking steps to keep organizations on track.
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