Quality improvement is crucial for manufacturing, and existing research has paid less attention to the influence of regulatory factors and irrational factors of decision makers. Considering the impact of the reward and punishment strategy of the shared platform on quality decision-making, this paper introduces prospect theory and mental account theory into the process of multi-agent evolutionary game of shared manufacturing, constructs a co-evolutionary game model of shared manufacturing quality synergistic improvement under the dynamic reward and punishment mechanism, and analyzes the dynamic evolution law of each game agent. The research results show that: (1) The synergistic improvement of shared manufacturing quality is the consequence of the combined action of numerous interrelated and interacting factors, rather than the linear effect of a single element. (2) Although the combination of multiple incentive and punishment methods can significantly alter the effect of shared manufacturing quality synergy, there are certain effectiveness gaps. (3) The subsidy mechanism can effectively compensate for the effectiveness gap of the reward and punishment mechanism, and it can also strengthen the internal driving force of shared manufacturing quality coordination. The main management insights are as follows: (1) Consider strong external regulation to be the framework constraint, and positive internal control to be the detail specification. (2) Create a reliable reward and punishment mechanism and dynamically alter the intensity of rewards and penalties. (3) To close the effectiveness gap, strengthen the subsidy mechanism as an essential addition to the incentive and punishment mechanisms. This study can give a new reference path for quality improvement of shared manufacturing, allowing shared manufacturing to play a more constructive role in supporting the transformation and development of the manufacturing industry.

Shared manufacturing provides a new path for the transformation and development of the manufacturing industry, but challenges such as low quality and poor positivity for quality improvement limit the positive role of shared manufacturing. Considering the influences of heterogeneous emotions of subjects on quality decision making, the theory of rank-dependent expected utility (RDEU) and evolutionary game theory were integrated to establish an evolutionary game model of shared manufacturing quality innovation synergy with multi-agent participation and analyze how sentiment affects motivation for quality improvement. The study showed that: (1) emotions, an irrational factor, can significantly change the stable state of the evolution of the shared manufacturing quality innovation synergetic system by influencing the decision-making behavior of decision makers; (2) in terms of the specific microscopic influence mechanism, rationality is the key to ensuring that the behavioral decisions of decision makers do not enshrine large systemic deviations. (3) In terms of the mechanism of heterogeneous emotions, when one party is optimistic, the deepening of the other party’s pessimism tends to bring positive effects; when one party is pessimistic, the deepening of the other party’s optimism tends to bring negative effects. The main management insights are as follows: (1) correctly recognizing and treating heterogeneous emotions of decision makers and regulating the formation and role of heterogeneous emotions of decision makers; (2) appropriately creating an atmosphere of pessimistic emotions, and guiding shared manufacturing to pay attention to manufacturing quality innovation synergy; (3) appropriately releasing favorable information about quality innovation synergy, and continuously promoting high-quality development of shared manufacturing. This study broadens the path of quality improvement in shared manufacturing and the scope of application of emotion theory in a certain sense.

Countries have started to aggressively undertake energy structure transformation strategies in order to reach the objective of carbon neutrality. Both clean and efficient coal energy use and clean energy use will be crucial to the process of changing the energy structure since the two cannot be totally replaced within a short period of time. In this study, we quantify emotions as an irrational factor, combine them with an evolutionary game using RDEU theory, and build an evolutionary game model between government regulators and energy consumers. We then analyze how low-carbon emotions of decision-makers affect their choice of strategy and the transformation of the energy structure. The findings support that by affecting the relative importance of each strategic choice, emotions have a profound impact on the evolutionary steady state of the system. Appropriate stress and anxiety can increase decision-makers’ feelings of responsibility, while pleasant emotions frequently support strategic conduct. The main countermeasures are as follows: Allow government regulators and energy consumers to properly release positive information, with government regulators forming subsidies and energy consumers actively cooperating and promoting low-carbon activities. This will properly guide the low-carbon sentiment of game subjects to keep them realistically pessimistic.

The negative environmental impact of the construction sector has garnered global attention, and as the “primary force” in achieving the “double carbon” target, green development is urgent, and social responsibility practices cannot be postponed. An evolutionary game model was constructed by combining the rank-dependent expected utility (RDEU) theory and the evolutionary game theory to understand the interaction mechanism between participants’ emotions and decisions, taking into account the characteristics of construction enterprises and the public regarding irrational decisions under heterogeneous emotional combinations. The study demonstrates that: (1) there is probability in the choice of rational strategies, and emotion is an irrational factor that can affect strategy choice. (2) The evolutionary trend of the strategy choice of the game subjects is altered by emotional intensity and emotional propensity. The optimism of construction enterprises inhibits their socially responsible practice, and the pessimism of the public promotes the probability of their negative strategy choice. Furthermore, moderate optimism is a safety valve for the public’s positive strategy choice. (3) The interaction of emotional states leads to a heterogeneity of strategy choices exhibited under different combinations of emotions, with the emotions of construction companies having a more dominant influence on strategy. Finally, we make some feasible recommendations for improving social responsibility practices and preventing mass incidents by boosting emotional monitoring and guidance for construction businesses and the general public. Overall, this study provides important information about how to be socially responsible, maintain good relationships with the public, and protect the environment.