In the health care system, it is increasingly apparent that employee innovative behavior improves the core competitiveness and resilience of organizations. Previous research has identified leadership behavior as a key predictor of employee innovative behavior. Following this logic and by integrating social information processing theory with existing research conclusions, we constructed a moderated mediation model to examine the mechanism by which mindful leadership influences employee innovative behavior. An empirical analysis of 361 questionnaires that were completed by employees from the healthcare sector in China shows that mindful leadership is positively and significantly correlated with employee innovative behavior. Creative process engagement was found to play a mediating role in this relationship. Moreover, creative self-efficacy positively moderated the relationship between mindful leadership and creative process engagement and moderated the mediating effect of creative process engagement on the relationship between mindful leadership and employee innovative behavior. That is, compared with employees with lower creative self-efficacy, employees with higher creative self-efficacy experienced a stronger indirect effect of mindful leadership on their innovative behavior. This study enriches the theoretical research on mindful leadership, clarifies the mechanism and boundary conditions of the effect of mindful leadership on employee innovative behavior, and provides theoretical support for organizational activities that stimulate and guide employee innovative behavior.

The pros and cons of the human resource management model are related to the size of an enterprise’s future development space. In the current era of increasingly fierce competition among enterprises, it is becoming more and more important to study the latest types of human resource management models and apply them to themselves. As a great management enterprise, it is necessary for Huawei to study its human resource management model. This article is based on the wireless network communication method and association rule algorithm applied to the research of Huawei’s human resource management model. Through interviews with Huawei employees, we found that 18% of people are very satisfied with the company, 27% are relatively satisfied with the company, and 40% are satisfied with the company now. Therefore, most employees are satisfied with the company now. 85% of people are satisfied with the company’s current situation. The results show that Huawei’s excellent human resource management model has made employees more satisfied with the current company’s current situation. There are great opportunities for employees to continue to learn and progress in the company.

The collaborative project management is becoming popular in West. China is acutely aware of the need to improve its management skills in all field. Collaborative project management are developed for better dealing with those complex projects that often consist of many dissimilar, highly interdependent components and involve many different disciplines. This paper reports on recent study the aim of which was to apply the collaborative project management in preconstruction planning, in which an analytical planning technique was developed as methodology for managing preconstruction planning.

Purpose: This study aims to examine the multilevel impact of responsible leadership on employee green knowledge sharing. From the perspective of social cognitive theory, the study develops a hierarchical framework decoding how responsible leadership affects employee green knowledge sharing, with particular attention to the roles of green shared vision and green knowledge sharing self-efficacy within this relationship. Design/methodology/approach: This study collected two waves of data and surveyed 379 valid responses from 96 teams in China. Regression analysis, bootstrapping and multilevel linear analysis were adopted to test the hypotheses. Findings: Responsible leadership is positively related to employee green knowledge sharing. Furthermore, green shared vision and green knowledge sharing self-efficacy mediate the relationship between responsible leadership and employee green knowledge sharing, respectively. In addition, green shared vision serves as a positive moderator in the connection between green knowledge sharing self-efficacy and employee green knowledge sharing. Originality/value: This study extends current theoretical understanding by delineating the mechanism and condition under which responsible leadership promotes employee green knowledge sharing through the perspective of social cognitive theory. Likewise, this study emphasizes the critical role of responsible leadership in promoting green knowledge sharing within organizations.

Presents a discussion, comment or reply to the paper, Corrections to “How Environmental Leadership Promote Technological Innovation in Resource-Based Enterprises: The Role of Green Investment and Government Subsidy”.