Environmental problems caused by excessive carbon emissions are becoming increasingly prominent and have received heightened attention in recent years. Encouraging people to adopt low-carbon behavior to reduce carbon emissions is desirable. Based on social learning theory, we developed and tested a moderated mediation model to investigate when and how environmentally specific servant (ESS) leadership impacts employees’ low-carbon behavior (i.e., private low-carbon behavior and public low-carbon behavior). We tested our theoretical framework with a sample of 483 subordinates and their direct supervisors working in northern China. The results indicate that ESS leadership is positively related to employees’ low-carbon behavior, and that environmental self-accountability plays a mediating role in this relationship. In addition, power distance orientation strengthens the direct effects of ESS leadership on employees’ environmental self-accountability and low-carbon behavior, as well as the indirect effect of ESS leadership on private low-carbon behavior via environmental self-accountability. Our findings contribute to the literature surrounding ESS leadership and low-carbon behavior, and help to promote green development and thus achieve the goals of carbon neutrality and decreasing carbon dioxide emissions.

The application of digital information and computing technology can significantly improve cooperation between different enterprises and the efficiency of knowledge and resources management, while facilitating the participation of partners in various technological innovation activities. The choice of digital information technology by traditional enterprises and the transfer of digital information technology between enterprises are key issues in the application of industrial digitalisation at this stage, and it is necessary to explore their transfer strategies and operational mechanisms theoretically. In this paper, a digital information technology transfer system consisting of a high-tech enterprise and two heterogeneous manufacturing enterprises is simulated and constructed using the Stackelberg game approach. This system can help high-tech enterprises choose the optimal digital information technology transfer strategy, while promoting the digital transformation and upgrading development of traditional manufacturing enterprises.

Purpose: This study aims to explore the cross-level effect of the top management team (TMT) on group ambidextrous innovation and to analyze the mediating role of group behavioral integration and the moderating effect of group expertise heterogeneity. Design/methodology/approach: We conducted a multi-source and multi-stage survey. We collected valid data from 43 companies in China, resulting in 141 samples from 43 TMTs and 462 valid responses from 111 organizational groups. The proposed theoretical model and hypotheses were tested using structural equation modeling. Findings: The study findings demonstrated that TMT behavioral integration was positively related to group behavioral integration. Group behavioral integration mediates the relationship between TMT behavioral integration and these two types of innovations. Furthermore, we found that group expertise heterogeneity magnified the positive effect of group behavioral integration on exploratory innovation. Originality/value: This study reveals the cross-level effects of TMT behavioral integration on other organizational groups and enriches the existing literature on TMT behavioral integration and ambidextrous innovation.