The organizational system is directly associated with overall organizational management and sustainability. The reason is that the organizational system has a strong relationship with organizational performance. One of the most important functions of the organizational system is the high-performance work system, which is the system that manages the employees so that they can maximize their functions, this study focuses on the importance of a high-performance work system in order to achieve organizational goals and increase performance. In particular, a high-performance work system is directly related to innovation performance that secures the competitive advantage of organizations. Based on such background, this study focused on how a high-performance system improves innovation performance. Unlike previous studies, rather than simply focusing on variables exploration or main effect verification, we provided and verified the research model related to the process by which innovation performance occurs. Specifically, this study aimed to investigate whether high-performance work systems in organizations enhance employees’ innovation performance and examined the mediating role of employees’ intrinsic motivation in enhancing innovation performance. In addition, we investigated the moderating role of employee person–organization fit in high-performance work systems and employee intrinsic ation directly. To validate this model, we collected data from 309 members of Chinese SMEs. We found that high-performance work systems positively affect employees’ innovation performance through a person–organization fit and that employees’ person–organization fit significantly moderates the relationship between high-performance work systems and employees’ intrinsic motivation directly. Overall, this study expands the scope of research on the enhancement of employee innovation performance and provides a theoretical basis for related research, which is also a contribution of this study.

Shared leadership, unlike the traditional perspective, is characterized by the fact that organizational members constitute the source of its leadership. In fact, there is a lack of research on how shared leadership improves performance among small- and medium-sized enterprises in China. In particular, in the Chinese organizational context with a strong collectivist culture, sharing and cooperation among organizational members can have a great positive impact on the sustainability of small- and medium-sized enterprises. Therefore, this study focused on shared leadership on job performance, unlike traditional leadership. According to the research background, it showed the need for research on the link between shared leadership and job performance and presented the moderated mediation effect of self-efficacy in the Chinese organizational context. In order to verify our purpose, a survey was conducted with 320 employees from small- and medium-sized IT enterprises in China. The results indicated that shared leadership positively influenced job performance via psychological stability. Additionally, the moderated mediation effect of self-efficacy was significant. Based on these results, this study suggested ways to improve job performance, verified related research models, and presented future research directions for job performance enhancement. Overall, this research contributed to expanding the research field of shared leadership via its role and influence in various industrial fields.

Introduction: Rapid shifts in the global economy have increased the demand for innovation within companies, with radical innovation being a key factor for achieving competitive advantage, organizational success, and sustainable growth. Leadership traits can significantly affect employee behavior and attitudes, which in turn, can influence their work. leader’s others-oriented perfectionism, representing the interaction between a perfectionist leader and their employees, is particularly relevant in the workplace.Methods: This study constructed a theoretical model to explore the relationship between leadership perfectionism and employee radical innovation and validated it through empirical research.Results: The findings indicate that there is a positive correlation between leader’s others-oriented perfectionism and employees’ work engagement, which in turn is related to radical innovation. In addition, there is a moderating effect of leader’s conscientiousness between the effects of perfectionism on employee work engagement. Employee promotion focus moderated the mediating role of work engagement in the relationship between leader perfectionism and employee radical innovation.Discussion: The purpose of this study is to reveal the relationship between leadership perfectionism and employee work engagement and to explore how these findings can help organizations enhance employee breakthrough innovation. The findings will provide specific practical guidance for managers to encourage the combination of leadership perfectionism and accountability to drive employee work engagement and expand employee facilitation focus, ultimately impacting breakthrough innovation.