The prosperity of the engineering industry is the main driving force of the country’s economic development, and the smooth operation of engineering enterprises is the premise for ensuring the prosperity of the engineering industry. This study demonstrates the four dimensions of organization, leadership management, employee identification, and employee involvement, discusses the four components involved (Corporate Culture, Paternalistic Leadership, Organizational Commitment, Job Involvement) and studies their interrelationships and mutual influences. A comprehensive literature review not only makes the four components clearer but puts forward eight hypotheses. Prior to the comprehensive survey analysis, a pilot study was conducted for experienced practitioners in the industry and 311 valid questionnaires were collected. Using IBM SPSS and IBM SPSS AMOS software, the questionnaire data were analyzed by constructing a structure equation, and the results show that: (1) corporate culture is positively related to the paternalistic leadership style and organizational commitment; (2) The paternalistic leadership style is positively correlated with the organizational commitment; (3) The organizational commitment and job involvement are positively correlated; (4) Organizational commitment has an intermediary effect between corporate culture and job involvement; (5) There is no positive correlation between corporate culture and paternalistic leadership style, on the one hand, and job involvement, on the other; (6) The intermediary effect of paternalistic leadership is not significant between corporate culture and job involvement.

Drawing on Lazarus's appraisal theory, the current research provides an integrative review of AI (artificial intelligence) and discusses its implications for emotion. Although prior studies have praised the merits of AI-M (AI-driven management), how AI-M affects employees and their emotions is not always clear. To respond to the knowledge gap, the authors conduct new research and seek answers through the amalgamation and analysis of both theoretical viewpoints and empirical studies. Through this process, they have learnt that AI-M brings diverse triggers of negative emotions, affecting both managers and employees. For employees, AI-M may lead to job insecurity and fewer career development opportunities. For managers, AI-M may take over the ownership of decision-making and compromise their influence in the workplace. To help employees cope with negative emotions, the authors reviewed the literature on emotional intelligence (EI) and proposed three EI-enhanced strategies. They also proposed three managerial schemes, enabling managers to guide their subordinates in coping with negative emotions.

With its proposal of the “double carbon” (peak carbon dioxide emissions and carbon neutralization) goal, China has entered a new stage in creating an ecological civilization and achieving sustainable development. Based on the formation and evolution mechanism of the carbon emission efficiency network, in this study, a trilateral evolutionary game model—including efficiency groups (high- and low-efficiency groups) and local governments—was constructed, in an attempt to discuss the conditions needed for different players and trilateral interconnected systems to implement balanced and stable strategies. Furthermore, the sensitivity of the participants’ evolutionary trajectories toward factors such as the initial strategy ratio, transition cost, and network capital were tested via a system simulation. The main conclusions were as follows: (1) Efficiency groups form a virtuous circle when the initial proportion of the participants’ strategies reaches a certain threshold, and converge into a stable “win–win” state. Under these circumstances, high-efficiency groups tend to give full play to their efficiency advantages in terms of carbon emission reduction and green development, while low-efficiency groups tend to choose green transformation and accept the spillover effect from high-efficiency groups. (2) When efficiency groups achieve a “win–win” state or form good self-management, local governments move from active supervision to a passive supervision strategy in order to reduce supervision costs. (3) While different initial strategy proportions do not affect the stable convergence point of the evolutionary system, they have a differentiated impact on the convergence speed of the players. Under the condition of a low initial strategy ratio, transformation costs can reduce the green transformation enthusiasm of inefficient groups, while network capital can enhance the green transformation willingness of inefficient groups.