Entrepreneurship education and social capital have been addressed in entrepreneurship literature. However, the intervening mechanism under which these two factors influence nascent entrepreneurial behaviours remains underdeveloped. Using the data of 623 graduate students in China, this study investigates the influence of entrepreneurship education and social capital on nascent entrepreneurial behaviours, and examines the mediating roles of entrepreneurial passion and self-efficacy (ESE). The results indicate that entrepreneurship education and social capital promote nascent entrepreneurial behaviours through the intervening mechanisms of entrepreneurial passion and ESE. The results suggest that entrepreneurial behaviours must be developed through psychological mechanisms, including emotion and cognition. This study also provides practical implications regarding how to promote students’ entrepreneurship.

Purpose: Innovation has been identified as a critical element to achieve firms' growth. The purpose of this study is to investigate the impact of chief executive officer (CEO) passion on firm innovation, including exploratory and exploitative innovation and examine the moderating roles of market and technological turbulence.Design/methodology/approach: This study adopts the methodology of survey and uses multisource and time-lagged data of 146 firms in China. Seemingly unrelated regression (SUR) is used to test the hypotheses of this study.Findings: This study finds that CEO passion promotes exploratory and exploitative innovation. Results also indicate that market turbulence strengthens the effect of CEO passion on exploratory and exploitative innovation, whereas technological turbulence weakens such an effect.Originality/value: CEO passion is an important, positive affect which inspires CEOs to work for firms, but it has not yet received enough attention in the innovation literature. This study contributes to examining the impact of CEO passion on firm innovation and contributes to the contingency under which CEO passion influences firm innovation. Furthermore, this research finds that the moderating effects of market and technological turbulence are different in the relationship between CEO passion and firm innovation.

Purpose: Open innovation (OI) is an effective way to achieve firms' sustainable development in emerging markets. This study aims to investigate the effects of business and philanthropic corporate social responsibility (CSR) on OI and the moderating role of firm proactiveness in such relationships. This study also examines the effects of OI on firms' financial and innovation performance. Design/methodology/approach: This study uses multisource data from 688 firms in China, including data from surveys of top managers and objective data. The Tobit model, Poisson model, and ordinary least squares regression are adopted to test the hypotheses. Findings: The results suggest that business CSR and philanthropic CSR both have positive effects on OI. Proactiveness weakens the positive effect of business CSR on OI, while strengthening the effect of philanthropic CSR on OI. The results also show that OI increases firm innovation and financial performance. Originality/value: CSR enables firms to build wild, deep and trust-based relationships with external actors, which may benefit firms in open search of knowledge. However, it has not received adequate attention in the literature on OI. The findings contribute to the research on OI drivers from the perspective of social activities and enhance the understanding of how different types of CSR and firm proactiveness work together to influence OI.

Purpose: Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on TMX and the team context have been largely ignored. For filling these gaps, this study explores the effect of employee EI on employee TMX and introduces EI-based leader-member exchange (LMX) differentiation as a team context to moderate the EI-TMX relationship.Design/methodology/approach: Data were drawn from 51 teams (consisting of 293 followers and 51 team leaders) selected from 30 companies (across the industries of technology, real estate, commerce and manufacturing).Findings: Results revealed that employee EI was positively related to employee TMX. EI acted as the basis of LMX differentiation (EI was positively related to LMX, EI variety was positively associated with LMX differentiation), and EI-based LMX differentiation acted as a favorable context for high-EI employees to develop high-quality TMX.Originality/value: This study contributes to the understanding of EI’s significant and complex influence on interpersonal exchange relationships between leaders, followers and coworkers.