President Xi set a long-term mitigation target of carbon neutrality by 2060 in September 2020 to cut carbon emissions and improve environmental performance. As a result, the current study aims to investigate how green human resource management and green innovation affect environmental performance in pursuit of the ultimate objective of carbon neutrality. Furthermore, the research considers the potential mediating effect of a green competitive advantage to clarify the mechanisms by which GHRM and green innovation impact environmental performance. Data from 278 employees in the manufacturing industry of Heilongjiang Province were collected through a questionnaire, for which we used a quantitative random sampling technique. The study employed the Smart PLS-4 structural equation modeling technique and revealed that all three factors significantly influenced environmental performance: green HRM, innovation, and competitive advantage. Resource-based view (RBV) theory served as the theoretical foundation for the study. The study uniquely contributes to the literature on GHRM, green innovation, competitive advantage, and environmental performance.

As more organizations adopt telecommuting or working from home, the work-connected behavior of their employees during non-working hours increases, weakening the boundary between work and family. However, no study has clearly identified whether and how work connectivity behavior after-hours (WCBA) affects employees’ work and family status. Therefore, using role theory, we explored the mechanisms by which WCBA affects employees’ thriving at work and family through work–family enrichment and work–family conflict, and compared the impact of different levels of support for family members on work–family enrichment and conflict, using the Johnson–Neyman method. Our analysis of two-wave data from 257 employees led to the following findings. (1) WCBA had a positive impact on thriving at work, but not on family. (2) There is a ‘double-edged sword’ effect on the impact of WCBA on thriving at work, meaning that work–family enrichment can positively influence thriving at work and negatively influence work–family conflict. (3) There is a double-edged sword effect on the impact of WCBA on thriving at family, meaning that work–family enrichment can positively influence thriving at family and negatively influence work–family conflict. (4) The support of family members moderates the double-edged sword effect between WCBA and thriving at work, in that it can strengthen the positive effects of work–family enrichment (below 3.32 points or above 4.19 points) and weaken the negative effects of work–family conflicts (below 4.28 points). (5) Support from family members reinforces the positive impact of work–family enrichment (above 3.46 points) on thriving at family. Thus our study reveals the mechanisms by which WCBA affects the thriving at work and family of employees, and identifies potential methods for managing different levels of work–family enrichment and work–family conflict from the perspective of family member support.

With the development of communication technology and the COVID-19 pandemic, it has become increasingly common for employees to maintain work connectivity after-hours, which has a significant impact on their psychological state at work. However, most of the existing studies have not reached a consensus on the impact of work connectivity behavior after-hours on employees’ psychological state at work, and the existing studies have led to theoretical and practical disagreements. Based on the Job Demands–Resources model, we built a two-path model of work autonomy and emotional exhaustion to explore the impact of work connectivity behavior after-hours on work engagement. In addition, we compared the differences between different workplace statuses (managers and ordinary employees). Through surveys and analyses of 257 employees, the results show that work connectivity behavior after-hours positively impacts employees’ work engagement by increasing managers’ work autonomy and reducing ordinary employees’ emotional exhaustion. This study not only reveals that work connectivity behavior after-hours positively affects work engagement but also illustrates the differences in impact between managers and ordinary employees; these findings contribute to the development of a consensus on the influence of work connectivity behavior after-hours on employees’ psychological state at work, which provides insights for organizations seeking to manage work connectivity behavior after-hours, for example, by adopting different connectivity management strategies for employees with different workplace statuses.

Serious emergencies exacerbate the uncertainty, complexity, and ambiguity of the external environment, creating survival challenges for organizations and employees. During emergencies, it becomes more difficult for organizations to leverage organizational citizenship behaviors (OCBs) from their employees to survive existential crises. From the perspective of resource exchange and investment, we explore the ways that organizations can collaboratively overcome difficulties by motivating their employees to engage in OCBs. Our findings show that (1) a psychosocial safety climate (PSC) that is adopted by an organization can effectively stimulate employee OCBs, which are of greater help to organizations than to coworkers, (2) resilience may be a psychological resource that explains the stimulating effect of a PSC on OCBs, and (3) employee trait gratitude enhances the role of resilience in mediating the relationship between a PSC and helping behaviors (but not civic virtue behaviors). Our findings not only reveal the mechanisms by which organizations can stimulate employee OCBs when the two face survival challenges during serious emergencies but also provide a recommendation for managers to focus on employee mental health and resilience during crises.

With the prevalence of remote work and hybrid work, face-to-face socialization opportunities between employees have been on the decline, leading to more and more employees experiencing loneliness at work. To identify the impact of experiencing loneliness on employees’ unethical behavior, this study investigated the relationship between workplace loneliness and employees’ workplace cheating behavior. Based on self-regulation theory, we explored the mediating role of emotional exhaustion and the moderating effect of task visibility from the perspective of self-regulation impairment. Through three-wave data collection and analysis involving 332 employees working from home, our results indicated that workplace loneliness can promote employees’ workplace cheating behavior by increasing emotional exhaustion. Especially in environments with low task visibility, our hypothesis was more strongly supported. This study extends the negative outcomes of workplace loneliness from the perspective of employees’ unethical behavior and reveals the mechanisms behind this relationship. It provides valuable theoretical and practical insights into understanding the potential ethical challenges of workplace loneliness and how the task characteristics of remote work influence the negative outcomes of workplace loneliness.