Purpose: The purpose of this paper is to explore the effects of excessive social media use on individual job performance and its exact mechanism. An extended stressor–strain–outcome research model is proposed to explain how excessive social media use at work influences individual job performance.Design/methodology/approach: The research model was empirically tested with an online survey study of 230 working professionals who use social media in organizations.Findings: The results revealed that excessive social media use was a determinant of three types of social media overload (i.e. information, communication and social overload). Information and communication overload were significant stressors that influence social media exhaustion, while social overload was not a significant predictor of exhaustion. Furthermore, social media exhaustion significantly reduces individual job performance.Originality/value: Theory-driven investigation of the effects of excessive social media use on individual job performance is still relatively scarce, underscoring the need for theoretically-based research of excessive social media use at work. This paper enriches social media research by presenting an extended stressor–strain–outcome model to explore the exact mechanism of excessive use of social media at work, and identifying three components of social media-related overload, including information, communication and social overload. It is an initial attempt to systematically validate the casual relationships among excessive usage experience, overload, exhaustion and individual job performance based on the transactional theory of stress and coping.

Purpose: The purpose of this study is to explore how inclusive leadership promotes organizational performance through ambidextrous innovation (i.e. exploratory and exploitative innovation). Moreover, the authors examine the moderating role of environmental uncertainty in the relationship between inclusive leadership and ambidextrous innovation.Design/methodology/approach: This study conducted a questionnaire survey of high-tech enterprises in China and obtained 325 useable samples. The hypotheses were tested using latent path analysis and ordinary least squares regression.Findings: The results indicate that exploratory and exploitative innovations mediate the relationship between inclusive leadership and organizational performance. Moreover, environmental uncertainty positively moderated the relationship between inclusive leadership and exploitative innovation.Practical implications: Managers should value the critical role of inclusive leadership in promoting exploratory and exploitative innovation, which in turn improves organizational performance. Meanwhile, managers need to pay attention to the risk caused by environmental uncertainty.Originality/value: This paper extends the influence of inclusive leadership on innovation from the individual level to the organizational level and reveals the influence mechanism of inclusive leadership on organizational performance. In addition, this study supplements the knowledge regarding the boundary conditions under which the influence of inclusive leadership is strengthened or weakened.

This study aims to assess the effect of digital technology adoption on collaborative innovation in the Chinese high-speed rail industry, along with an exploration of the moderating role of organizational agility (OA). This study distinguishes between vertical and horizontal collaborative innovations. Based on data from the Chinese high-speed rail industry from 2009 to 2021, we assess the impact of digital technology adoption on vertical and horizontal collaborative innovations with two-way fixed effect regression models. The moderating role of OA is also clarified. The results indicate that digital technology adoption has a significantly positive impact on the vertical and horizontal collaborative innovations of the high-speed rail industry in China. OA significantly enhances the abovementioned relationships. This is one of the first empirical studies focusing on digitally driven innovation in emerging economies. Insight and a strategy for the application of digital technologies in collaborative innovation is provided. Additionally, this study demonstrates that successful digital transformation depends on the construction of OA, which enriches the existing digital technology research and provides a reference for firms to accelerate digital transformation.

The impact of enterprises’ digital transformation on innovation performance has attracted the attention of enterprises and scholars. The positive effects of digital transformation are well described in the literature, but the dark side of digital transformation and the digitalization paradox has been less explored. Meanwhile, the role of risk-taking seems to have been ignored. From the perspectives of dynamic capability theory and organizational inertia theory, this study explores the double-edged sword effect of enterprise digital transformation on innovation performance and the moderating role of the risk-taking level. Based on data from computer, communication, and other electronic equipment manufacturing sector companies listed in the Shanghai and Shenzhen stock markets from 2007 to 2020, the empirical results indicate that there is an inverted U-shaped relationship between digital transformation and innovation performance, and the corporate risk-taking level positively moderates the relationship such that the inverted-U shape becomes steeper (more positive for low degrees of digital transformation and more negative for high degrees of digital transformation) in enterprises with a high risk-taking level compared to enterprises with a low risk-taking level. This study enriches the current theoretical explanation of the digitalization paradox and provides practical inspiration for enterprises to implement digital transformation.

Over the past decade, open innovation has seemingly become the dominant approach for revitalising a company’s innovation process. Can open innovation improve firm performance? This study optimises the measures for open innovation based on existing literature and by considering the actual situation in China. We draw conclusions from an analysis of 516 annual reports and data from Wind of 172 biopharmaceutical companies from 2013 to 2015. Result indicates that open innovation strategies have different effects at different times: (1) Inbound open innovation has a negative impact on short-term (1–2 years) firm performance, but an inverted U-shaped curvilinear relationship will develop after about 3 years. (2) Outbound open innovation has a negative impact on short-term firm performance, but leaves a positive effect in the long run. Therefore, enterprises should maintain a moderate inbound open innovation level and improve the degree of outbound open innovation to improve long-term performance.