An organizational ethical climate enhances the degree of collaboration and cohesion among employees and facilitates the development and interests of organizations. Such roles lead to organizational sustainable development and survival. Therefore, the importance of ethical climate in organizations is becoming increasingly apparent. In this background, this study aims to explore whether an organizational ethical climate can improve whistleblowing behavior and the mediating role of organizational identification in promoting whistleblowing behavior. Most previous studies have only focused on the mediating or moderating role of the model. This study expands the research field, adds the dual moderation of person–organization value congruence and leader ethical behavior, and verifies two moderated mediation models. Overall, the purpose of this study is to determine the behavior of employees under the influence of an organizational ethical climate and, on this basis, propose suggestions for strengthening organizational ethical climate, expanding the scope of research on organizational climate and providing a theoretical basis for related research. In order to achieve the research goals, the data were collected from 344 Chinese SMEs for empirical analysis. The results showed that an organizational ethical climate has no direct impact on whistleblowing behavior but could have a positive effect on whistleblowing formation through the mediating variable of organizational identification. In addition, person–organization value congruence and leader ethical behavior significantly moderated the mediating role of organizational identification between organizational ethical climate and whistleblowing behavior. Finally, the directions that can contribute to future research were suggested.

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.

Drawing on the implantation of organizational sustainable strategies, enterprises can effectively manage and recycle resources, reduce resource waste, improve market competitiveness, better respond to changes in the market and environment, and create long-term economic benefits. Although a large number of prior studies have emphasized the importance of improving sustainability and proposed various strategies and practical approaches, relatively few studies have explored the inhibitors of sustainability. Against such a research background, this study differs from previous research that has simply focused on ways to increase sustainability; we instead explore negative variables that reduce sustainability. We assess the variable that reduces organizational sustainability, that is, work withdrawal behavior that reduces employees’ enthusiasm for their jobs, hinders employee performance, causes financial losses, and limits organizational growth and sustainability. This directly affects the organization’s long-term growth and sustainability goals and damages the organization’s overall sustainability image. Therefore, understanding the reasons behind this behavior is important. This study examines how coworker incivility leads to work withdrawal behavior and validates relevant research models. Data from 294 Chinese SME employees show that coworker incivility positively affects workplace loneliness and work withdrawal behavior. Workplace loneliness mediates the impact of coworker incivility on work withdrawal behavior, while resilience negatively moderates these relationships. Based on these findings, this study offers recommendations for reducing work withdrawal behavior and improving workplace environments and employee mental health.

With the awakening of diversified interests and the increasing complexity of workplace competition, ostracism and other undesirable workplace interactions have proliferated, considerably depleting employees' work and emotional resources. Workplace ostracism, a prevalent negative interpersonal dynamic, often depletes employees' resources and triggers deviant behaviors, causing significant organizational losses. This study examines how workplace ostracism influences employee deviance, focusing on moral disengagement as a mediator and coworker incivility as a moderator. To validate this model, we collected data from 303 employees from small- and medium-sized enterprises in China. The findings are threefold. First, workplace ostracism has a positive effect on employee workplace deviance through moral disengagement. Second, coworker incivility positively moderates the positive effect of workplace ostracism on employee workplace deviance. Third, coworker incivility moderates the effect of moral disengagement as the mediator of this pathway through which workplace ostracism positively affects workplace deviance. This study validates the negative aspects of workplace ostracism and moral disengagement, offers new insights regarding prevention of employee workplace deviance, and broadens the literature on the subject.

In the quantum era, the rapid development of enterprises cannot be separated from the efforts of employees, and the improvement of employee performance is also closely related to the behavior and attitude of organizational leaders. Quantum leadership, as a new leadership paradigm, differs from traditional Newtonian classical mechanics in that it emphasizes wholeness and interconnectedness, considers new ideas as the key to success, and values complex changes in the organizational environment, thus helping the organization provide sustainable development in the future. In addition, quantum leadership is able to manage in chaotic and potentially uncertain environments, encouraging employees to explore new ideas for solving problems, stimulating enthusiasm and motivation for innovation, and thus improving the level of employee performance. In particular, as the importance of innovation performance has been emphasized, it has been considered as a key variable in driving and promoting sustainable organizational development. Moreover, this study is different from previous studies that validate traditional leadership. We focus on an emerging type of leadership that distinguishes itself from traditional leadership—quantum leadership—which is a leadership model that is currently receiving a lot of attention. In the uncertain future environment, quantum leadership is gradually becoming a key factor for business growth and plays an important role in the survival and development of organizations in the future environment. Based on this research background, this study argues that quantum leadership is closely related to employee innovation performance. This study examines whether quantum leadership improves employee innovation performance and the sequential multiple mediating effects of organizational intelligence and knowledge sharing. Most of the previous studies focused only on the mediating or moderating role of the model. This study expands this area of research by incorporating the moderating role of innovative culture and validating its effects. This finding explores the development of quantum leadership and provides a theoretical foundation for related research. In addition, this study collected data from 345 employees of Chinese SMEs in the context of the fourth industrial revolution. These results suggest that quantum leadership positively affects innovation performance. Organizational intelligence and knowledge sharing have multiple serial mediating effects on quantum leadership and innovation performance. Moreover, the interaction between innovative culture and knowledge sharing improves employees’ innovation performance. Therefore, this study clarifies the causal relationship between quantum leadership and innovation performance through theoretical and validated research models. It lays the foundation for the sustainable development of organizations in the future.