Based on the social exchange theory, this paper discusses the impact of high-performance work system (HPWS) on employee innovation behavior, constructs the mediating model of challenge stress and the moderated mediation model, and explores the influence mechanism of HPWS on employee innovation behavior under the management mode of combining strictness and love formed by “strictness” under the effect of challenge stress and “love” given by perceived organizational support. Through hierarchical regression analysis of 227 employees’ survey data, the results show that HPWS positively influences employee innovation behavior. Challenge stress partially mediates the above relationship, and perceived organizational support positively moderates the mediating effect of challenge stress between HPWS and employee innovation behavior.

Purpose This study aims to explore the double-edged sword effect of work connectivity behavior after-hours (WCBA) on employees’ occupational mental health. Drawing on job demand-resource theory, the authors examined the double mediating mechanism of work autonomy and work-family conflict on the relationship of WCBA, work engagement and work burnout. At the same time, the authors examined the moderating role of responsiveness from superiors, hoping to clarify how WCBA brings employees positive experiences (engagement) or negative experiences (burnout). Design/methodology/approach Under the mediating mechanism of work autonomy and work-family conflict, the authors built a dual-path model and moderated mediation model to examine the effect of WCBA on work engagement and burnout. Two-stage paired data were collected from various industries in China by distributing questionnaires to employees. The hypotheses were tested using the structural equation model and the bootstrap test method. Findings The results showed that WCBA positively affects work engagement and burnout. Work autonomy plays a mediating role both in the relationship between WCBA and work engagement and in the relationship between WCBA and work burnout. In addition, work-family conflict plays a mediating role both in the relationship between WCBA and work burnout and in the relationship between WCBA and work engagement. Responsiveness from superiors not only moderated the relationship between WCBA and work autonomy and between WCBA and work-family conflict but also moderated the mediating effects of work autonomy and work-family conflict. Originality/value This study examined the double-edged sword effect of WCBA on employees’ occupational mental health, the dual mediation of work autonomy and work-family conflict and the moderating effect of responsiveness from superiors. This study can enrich the understanding of the effects of WCBA as well as the influential factors and boundary conditions related to employees’ occupational mental health. Organizations (represented by superiors) and individuals were integrated into one model, providing a new perspective for studying WCBA. The research will help managers and individuals gain a comprehensive understanding of WCBA, and how to enhance its positive effects and circumvent its negative effects.

With the development of digital technology, enterprises are facing complex internal and external environmental changes, and how to enhance the competitive advantage of enterprises by promoting employees' constructive behaviors has become a focal issue in academic circles. Based on social exchange theory and individual-situational interaction theory, this study constructs the mechanism of action of organizational virtue influencing employees' constructive behavior through constructive responsibility perception and explores the boundary role of proactive personality. Through regression analysis of the data from a sample of 311 corporate employees, it was found that organizational virtue positively influenced employees' constructive talk behavior; constructive responsibility perception partially mediated the positive relationship between organizational virtue and employees' constructive talk behavior; proactive personality strengthened the positive influence of organizational virtue and constructive responsibility perception, and also moderated the influence of organizational virtue on employees' constructive talk behavior through constructive responsibility perception.