As a global pandemic, the novel coronavirus (COVID-19) has brought enormous challenges to employees and organizations. Although numerous existing studies have highlighted that the COVID-19 pandemic is a stressful event and empirically proved its detrimental effect on employee turnover intention, few scholars have noted that this pandemic can deteriorate the external economic and employment environment simultaneously, which may further complicate employees’ intentions to leave or stay in the current organization. Drawing on event system theory and social cognitive theory, this study aims to uncover two potential cognitive mechanisms of the complex impact of COVID-19 event strength on employee turnover intention. To examine the proposed model, this study employed a three-wave and time-lagged research design and collected data from a sample of 432 employees of four Chinese companies from different industries. The findings indicated that COVID-19 event strength was negatively related to perceived external employability, and ultimately curbed employee turnover intention. Yet, COVID-19 event strength also negatively predicted perceived organizational growth, thus influencing employees to exhibit intentions to quit. Moreover, organizational identification not only attenuated the positive effect of perceived external employability on turnover intention but also amplified the negative impact of perceived organizational growth on turnover intention. Further, organizational identification moderated the indirect effects of COVID-19 event strength on turnover intention through perceived external employability and perceived organizational growth. This study provided a comprehensive insight into scholars’ understanding of the COVID-19 downstream outcomes.

China’s management of marine ecological environments has experienced a development process that has gone from weak to strong. However, whether there are problems such as lack of systems, invalid systems, and system conflicts in the current management of marine ecological environments, and how to conduct collaborative governance among various complex subjects, remain to be answered. This paper first summarizes how China’s marine ecological environment management policy has evolved, which can be divided into five stages: the foundation stage (1949–1980), the initial establishment stage (1981–1995), the steady advancement stage (1996–2005), the deepening adjustment stage (2006–2010), and the strategic development stage (2011–present), and analyzes its characteristics at different stages. Then, this paper further explores the inherent dilemmas in the Chinese marine ecological environment management system. Finally, combined with the practical experience of marine ecological environment management in developed countries, this paper fully considers the division of responsibilities and mutual checks and balances of different subjects, flexibly configures various policy tools, and explores the mechanism of collaborative governance of marine ecological environment from the levels of government, market, the public and social organizations, so as to gradually improve the modern marine ecological environment management system and provide a reference for the government’s governance activities.