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.

Green innovation is essential for achieving sustainable development goals (SDGs), particularly SDG 9 (Industry, Innovation, and Infrastructure) and SDG 12 (Responsible Consumption and Production), as it fosters environmental and social benefits while also creating new economic opportunities. Despite previous studies actively conducting empirical analyses on green innovation, research on guiding the green innovation process through artificial intelligence remains scarce. This study aims to explore key variables that affect green innovation, thereby promoting the sustainable development of organizations, and to investigate the incentive mechanisms behind it. By uncovering the internal and external factors that drive green innovation and their interactions, we can better understand and optimize the process of fostering green innovation. Unlike previous studies, this research not only explores variables and verifies main effects but also provides and validates a research model related to the occurrence of green innovation. Additionally, this study determines the extent to which artificial intelligence management influences green innovation through knowledge sharing and examines whether an innovative culture moderates the impact of artificial intelligence management and knowledge sharing on green innovation, as well as whether it moderates the mediating effect of knowledge sharing within the model. Therefore, this study collected data from 331 adult employees of SMEs across 23 provinces, cities, and districts in China and conducted empirical analyses, including confirmatory factor analysis (CFA) and reliability analysis. The results indicate that artificial intelligence management directly affects green innovation and indirectly affects it through the partial mediating role of knowledge sharing. Furthermore, an innovative culture significantly moderates the mediating role of knowledge sharing between artificial intelligence management and green innovation. In exploring the variables of green innovation, this study established an adjusted mediating model and verified its significance. In summary, the causal relationship between artificial intelligence management and green innovation, as demonstrated through this process, contributes to the expansion of the research field and the advancement of SDGs, specifically Goals 9 and 12. The study’s findings highlight the importance of integrating artificial intelligence management to enhance green innovation, which is vital for the sustainable development and economic growth outlined in the SDGs.

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.

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.

We prove a new lower bound on the field size of locally repairable codes (LRCs). Additionally, we construct maximally recoverable (MR) codes which are cyclic. While a known construction for MR codes has the same parameters, it produces non-cyclic codes. Furthermore, we prove both necessary conditions and sufficient conditions that specify when the known non-cyclic MR codes may be permuted to become cyclic, thus proving our construction produces cyclic MR codes with new parameters. Furthermore, using our new bound on the field size, we show that the new cyclic MR codes have optimal field size in certain cases. Other known LRCs are also shown to have optimal field size in certain cases.

In this paper, a new repair scheme for a modified construction of MDS codes is studied. The obtained repair scheme has optimal bandwidth for multiple failed nodes under the cooperative repair model. In addition, the repair scheme has relatively low access property, where the number of data accessed is less than two times the optimal value.