Drawing on the upper echelons theory and targeted at Chinese coal enterprises, this research examines the interactions of commitment to human resource management on green creativity, and discusses the mediating mechanism of green human resource management (GHRM) between them. The results show that commitment to human resource management indirectly affects the enterprise of green creativity, while GHRM intermediates the process. Environmental regulation positively regulates the relationship between commitment to human resource management (COHRM) and GHRM, as well as the intermediary role of GHRM in the relationship between COHRM and green creativity. This study provides an important reference value for the research of GHRM in China and offers practical enlightenment for the manufacturing and coal industry enterprises to carry out environmental management and achieve sustainable development.

PurposeThis study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.Design/methodology/approachData were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.FindingsThe results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.Research limitations/implicationsUnder the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.Originality/valueThis study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Drawing on the integrated perspectives of territoriality and motivational climate, we explored the relationship between employees' territoriality and idea implementation. We tested our model with 46 research and development teams in China, comprising 359 employees and supervisors, who completed measures of territoriality, social alienation, motivational climate (specifically, performance climate and mastery climate), and idea implementation. The results showed that social alienation mediated the relationship between territoriality and idea implementation, and that mastery climate and performance climate moderated the positive relationship between territoriality and social alienation. Our findings not only provide insight into the relationship between territoriality and idea implementation, but also clarify the effect of motivational climate on this relationship. Implications for practice and future research are discussed.

PurposeThe current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms and different effects of information and communication technologies on employee innovation behavior.Design/methodology/approachExperience sampling method (ESM) was employed to capture dynamic within-person variance in daily-behaviors and daily-mood. In total, 92 employees completed an identical online survey each day for ten workdays.FindingsThe findings showed that the influence patterns and mechanisms of passive and active W_ICTs were utterly different. Passive W_ICTs was negatively associated with employee innovation behavior via emotional exhaustion, while active W_ICTs was positively associated with employee innovation behavior through perceived insider status. Furthermore, differential leadership significantly narrowed the positive relationship between passive W_ICTs and emotional exhaustion. However, differential leadership did not significantly moderate the relationship between active W_ICTs and perceived insider status.Originality/valueThis study is an important step forward in dividing W_ICTs into passive and active W_ICTs and discovers a dual path of two types of W_ICTs on employee innovation behavior. Findings of this study have heuristic value for future research.

Purpose This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation. Design/methodology/approach The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses. Findings Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust. Originality/value This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.