Purpose: The increasing integration of Artificial Intelligence (AI) within enterprises is generates significant technostress among employees, potentially influencing their intention to adopt AI. However, existing research on the psychological effects of this phenomenon remains inconclusive. Drawing on the Affective Events Theory (AET) and the Challenge–Hindrance Stressor Framework (CHSF), the current study aims to explore the “black box” between challenge and hindrance technology stressors and employees’ intention to adopt AI, as well as the boundary conditions of this mediation relationship. Methods: The study employs a quantitative approach and utilizes three-wave data. Data were collected through the snowball sampling technique and a structured questionnaire survey. The sample comprises employees from 11 distinct organizations located in Guangdong Province, China. We received 301 valid questionnaires, representing an overall response rate of 75%. The theoretical model was tested through confirmatory factor analysis and regression analyses using Mplus and the Process macro for SPSS. Results: The results indicate that positive affect mediates the positive relationship between challenge technology stressors and AI adoption intention, whereas AI anxiety mediates the negative relationship between hindrance technology stressors and AI adoption intention. Furthermore, the results reveal that technical self-efficacy moderates the effects of challenge and hindrance technology stressors on affective reactions and the indirect effects of challenge and hindrance technology stressors on AI adoption intention through positive affect and AI anxiety, respectively. Conclusion: Overall, our study suggests that AI-driven challenge technology stressors positively impact AI adoption intention through the cultivation of positive affect, while hindrance technology stressors impede AI adoption intention by triggering AI anxiety. Additionally, technical self-efficacy emerges as a crucial moderator in shaping these relationships. This research has the potential to make a meaningful contribution to the literature on AI adoption intention, deepening our holistic understanding of the influential mechanisms involved. Furthermore, the study affirms the applicability and relevance of Affective Events Theory (AET) and the Challenge-Hindrance Stressor Framework (CHSF). In practical terms, the research provides actionable insights for organizations to effectively manage employees’ AI adoption intention.

In the current dynamic and flexible work environment, traditional career models are constantly challenged by individuals’ self-concepts of career development. Previous studies have investigated the predictors of subjective career success, yet little is known about the impact of proactive career orientation on subjective career success. This study, grounded in the career construction theory, aims to examine the influence mechanism of proactive career orientation on subjective career success by analyzing questionnaire data from 296 employees. Empirical results indicate that proactive career orientation has a positive impact on subjective career success. Second, career adaptability partially mediates the relationship between proactive career orientation and subjective career success. Third, mentoring moderates the relationship between proactive career orientation and career adaptability, as well as the relationship between career adaptability and subjective career success. Specifically, both the positive impact of proactive career orientation on career adaptability and the positive impact of career adaptability on subjective career success are stronger when the level of mentoring is higher. Fourth, the indirect relationship between proactive career orientation and subjective career success through career adaptability is stronger when mentoring is high compared to when mentoring is low. This study contributes to the career construction theory by identifying the influence mechanism of proactive career orientation on subjective career success through career adaptability, with mentoring moderating the process. As for practical implications, research findings remind managers of the importance of career planning and mentorship in enhancing employees’ subjective career successes.

Previous studies suggest that career plateaus have detrimental effects on employees’ satisfaction and performance. Psychological distress generated by career plateaus hinders organizations from achieving the United Nations’ Sustainable Development Goals (UNSDGs) of ‘health and well-being at work’ (SDG-3) and ‘decent work’ (SDG-8). How to mitigate the negative impact of career plateaus becomes the key to enhancing sustainable well-being at work. However, the influencing mechanisms of career plateaus have not been fully discussed, especially regarding employees’ psychological processes. Drawing on the equity theory and the conservation of resource theory, this study examines the influence mechanism of career plateaus on employee job performance via organizational justice, with positive psychological capital moderating the process. Mplus and the Process macro for SPSS are adopted to conduct confirmatory factor analysis and regression analyses. Building on 368 supervisor–employee paired questionnaires with an average of eight employees per supervisor, empirical results indicate that employees who encounter career plateaus reduce their perceived organizational justice to discourage them from performing well in their jobs. Positive psychological capital, however, mitigates the negative effects of career plateaus on perceived organizational justice and the indirect effects of career plateaus on job performance through organizational justice. Theoretically, this study advances our understanding of the influence mechanism of career plateaus on employees’ job performance. Practical implications are also drawn for organizations to alleviate the negative impact of career plateaus to promote sustainable well-being at work.

The rapid advancement in information and communication technologies (ICT) has improved workplace productivity but also introduced new psychosocial stressors. Workplace telepressure, the urge to respond quickly to work-related messages sent via digital communication tools, often erodes employees’ psychological well-being and blurs work–life boundaries. This study, grounded in the Job Demands–Resources (JD-R) model, investigates the influence mechanism between workplace telepressure and job burnout. Using data collected from 323 middle school teachers in China, results revealed that workplace telepressure significantly predicted job burnout. In addition, work-related rumination partially mediated this relationship, indicating a cognitive mechanism linking telepressure and burnout. Furthermore, perceived organizational support moderated the relationship between work-related rumination and job burnout. Specifically, when perceived support was high, the impact of rumination on burnout was weakened. These findings provide theoretical insights and practical implications for fostering healthy work environments and promoting psychological well-being in the digital era.