Ambidextrous innovation is key to the high-quality and sustainable development of enterprises, but it remains unclear how digital capabilities affect knowledge management and ambidextrous innovation in the digital economy era. Based on organizational learning theory, this paper explores the impact pathways of digital capabilities on knowledge management and ambidextrous innovation, while also analyzing the moderating effect of knowledge inertia. Empirical research on 253 technology-based small and medium-sized enterprises (SMEs) demonstrates that digital capabilities have a significant positive effect on both exploitative and exploratory innovation, and they influence both types of innovation through the mediating role of knowledge management. Furthermore, knowledge inertia negatively moderates the impact of digital capabilities on knowledge management and exploratory innovation. This study reveals the internal mechanism by which digital capabilities drive ambidextrous innovation through knowledge management, providing theoretical support for enterprises to deepen digitalization and carry out ambidextrous innovation.

As one of the typical occupations in the new forms of employment generated by the platform economy, a courier has become an important channel for workers to achieve employment and increase their income. The labour process control of a courier by platforms has led to a decline in their employment experience and high mobility, which has affected the overall stability of employment. Using couriers as the research target, a questionnaire survey was conducted to explore the influence mechanism of platform labour process control on employment mobility intentions and the heterogeneity of this influence mechanism among different types of workers. The results show that among the three elements of platform labour process control, algorithmic control, incentive control, and evaluation control all have a significant, positive impact on the employment mobility intentions of couriers, with overtime work and job autonomy playing a partly mediating role respectively, job autonomy playing a significantly larger mediating role than overtime work, and part-time workers are more likely to be influenced by platform labour process control than full-time workers. On this basis, it provides a basis and reference for relevant government departments to implement effective regulation of platform enterprises, to control the degree of platform labour process control within a reasonable range, and to enhance the employment stability of workers, which has distinct theoretical and practical significance.

With the continuous influx of post-00s employees into the workplace, their character traits of freedom and openness, pursuit of innovation, and emphasis on equality have contributed to the gradual transformation of the workplace atmosphere from the traditional management style based on the leader's power influence to the management style based on the leader's non-power influence. Based on the questionnaire data of 254 post-00s employees, this paper constructs a mediation effect model and explores the relationship among leader empathy, work attitude and work behavior. The results showed that both leader empathy and work attitude had a significant positive effect on work behavior and that work attitude had a mediating effect between leader empathy and work behavior. The findings of the study provide a reference for guiding leaders to manage their employees with the help of empathy, prompting positive work attitudes and stimulating creative work behaviors.