The issue of environmental protection and sustainable development is a key research focus across multiple fields. Employee green behavior is considered to be an important micro-activity to address this. Researchers in the field of organizational behavior and sustainable development have been focusing on the influencing factors of employee green behavior. However, few have explored the beneficial effects of employee green behavior on behavioral implementers. The objective of this study is to investigate the relationships among employee green behavior, self-esteem, perceived organizational support for employee environmental efforts, and employee well-being, and to explore a new dimension of employee green behavior. We empirically examined the underlying framework by conducting two surveys to collect data from 900 employees working in manufacturing, construction, and the service industry in China. We performed multilevel path analysis using SPSS and AMOS software, and confirmed that employee green behavior includes four dimensions: green learning, individual practice, influencing others, and organizational voices. Further, employee green behavior has a significant positive impact on self-esteem, which in turn is converted into employee well-being. Finally, perceived organizational support for employee environmental efforts not only positively moderated the relationship between employee green behavior and self-esteem, but was also confirmed as a moderated mediation model. This study enriches the current literature on the measurement framework and variables of employee green behavior.

Purpose: The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH.Design/methodology/approach: Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships.Findings: First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding.Originality/value: This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

Background: With the emergence of the gig economy as a new economic form, the influence of algorithmic technology control on gig workers’ perceptions and engagement has become a topic of academic concern. This study explores the emotional impact of perceived algorithmic control on gig workers and how it affects their work engagement. Methods: This study takes gig workers as the research object to build a structural equation model. Based on the background of gig economy and the Job Demands-Resources model, this paper constructs a mechanism model of the influence of perceived algorithmic control on the work engagement of gig workers. The research data in this paper are collected by questionnaire, and the research hypothesis is tested by the SEM structural model. Results: The gig workers in this study believed that perceived algorithmic control positively affects employee work engagement. In addition, burnout was positively correlated with employee work engagement. Burnout played a partial mediating role in the relationship between perceived algorithmic control and employee work engagement. And flow experience played a moderating role through the indirect effect of burnout on employees’ work engagement. Conclusion: Perceived algorithmic control causes burnout among gig workers, but strong algorithmic technology support provides them with rich work resources that can help them meet their work needs. That is, the gig workers may still demonstrate a high level of work engagement even if they experience burnout symptoms.

The phenomenon of workplace involution has attracted ample attention. How to make employees treat their work with the correct attitude and behavior and improve their work performance has become a realistic proposition. This study uses a combination of qualitative and quantitative research methods, with the help of grounded theory, to conduct an exploratory study on the structural dimensions of employee involution in the Chinese workplace and, on this basis, to develop and test the measurement scale. The research results show that employee involution is a multi-dimensional construct with rich connotations, including four dimensions: inefficient busyness, exhaustion of innovation, promotion anxiety, and internal competition. The measurement scale consists of four factors and 13 items. The factor analysis results showed that the developed scale’s reliability and validity reached an ideal level. To a certain extent, this study promotes the recognition and attention of various types of organizations at all levels to involution. The research conclusions provide theoretical guidance for employees to get rid of the involution crisis and will motivate managers to formulate better intervention measures to prevent and reduce workplace involution.

Based on the conservation of resource theory, this manuscript explores the impact mechanism of the challenge and hindrance stressors on innovation performance, introduces emotional atmosphere as a mediation variable, and on this basis, it examines the moderating role of organizational climate on emotional atmosphere and innovation performance. A two-wave survey of 263 subordinates and 29 supervisors who come from multisource field offered support for our model. Results showed that challenge stressors have a positive effect on innovation performance, positive emotional atmosphere mediates the relationship between challenge stressors and innovation performance; hindrance stressors have a negative effect on innovation performance, and negative emotional atmosphere mediates the relationship between hindrance stressors and innovation performance. Organizational climate strengthens the positive relationship between positive emotional atmosphere and innovation performance and weakens the negative relationship between negative emotional atmosphere and innovation performance. This study enriches the existing literature by identifying the impact of stressors on employee innovation performance and has certain practical significance for optimizing the management of enterprises and improving employee innovation performance.