Studies on how high‐performance work systems (HPWS) enhance employee creativity are primarily based on relationship‐ and motivation‐related theories, while some scholars have argued that HPWS may promote performance at the expense of employee well‐being. Based primarily on a social embeddedness framework of thriving, this study introduces the human dimension of the sustainability perspective and investigates the indirect effect of HPWS on creativity through evidence of employees' thriving at work. We further explore the moderating role of temporal leadership in the relationship between HPWS and thriving. Hypotheses are tested using multi‐wave, multi‐source data from 235 employees and their direct supervisors. The contribution of this study lies in explaining how employee creativity is triggered by HPWS and how temporal leadership complements HPWS.

This study investigates the impact of absorbed slack on corporate social responsibility (CSR) and the moderating effects of political and equity relationships on the main effect. Multiple regression analysis was used on 2175 samples of 435 publicly listed Chinese firms for the period 2012 to 2016 to empirically test the influence of absorbed slack on CSR. The empirical results show that the impact of absorbed slack on CSR is inverted U-shaped. Furthermore, when compared to companies with low political connections, the inverted U-shape between the absorbed slack and CSR in highly politically connected companies is more pronounced. Compared to companies with low ownership concentrations, the inverted U-shape between absorbed slack and CSR in high ownership concentration enterprises is more pronounced.

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

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