In the context of an economic downturn, organizations need to continuously improve their performance requirements for employees, and in the macro environment of intensified competition, organizations need to continuously motivate employees to innovate in order to seize development opportunities. Flexibly adjusting to the internal pressure of an organization while ensuring organizational vitality can promote employee adaptive growth and achieve sustainable development in the organization. However, the impact of performance pressure on employee ambidextrous innovation is currently unknown. Based on this, this article explores the positive effects of performance pressure in influencing employee ambidextrous innovation through job involvement from the perspective of Affective Events Theory and uses workplace fun as a moderating variable in order to analyze the internal logic of long-term motivation for employee ambidextrous innovation in organizations. This article conducted a survey and analysis of 362 in-service employees in enterprises and institutions and found the following: (1) performance pressure has a significant positive impact on employee ambidextrous innovation; (2) job involvement plays a partial mediating role between performance pressure and exploratory innovation; (3) workplace fun has a moderating effect on the relationship between job involvement and exploitative innovation, and the higher the level of workplace fun, the stronger the positive impact of job involvement on exploitative innovation.

In the period of the normalization of COVID-19 prevention and control, Chinese grass-roots social governance, under the guidance of the dynamic zero-COVID policy, was unique, and the experience of actively mobilizing the public to be actively involved in grass-roots social governance, represented by epidemic prevention and control, has a profound internal logic. The Chinese government has long been committed to building a social governance community, and further empirical studies are needed to motivate the public to participate in grass-roots social governance in a sustainable manner. This study uses 428 members of the public who have experience in grass-roots social governance in 20 street offices in 11 cities, including Nanjing, Wuhan and Chengdu, as a valid sample to empirically test the incentive mechanism for the public’s active involvement in grass-roots social governance, from the perspective of Stimulus-Organism-Response Theory. The empirical results show that exogenously driven organizational institutional factors will eventually positively influence the incentive effect on the public’s active involvement in grass-roots social governance through the mediating effect of the individual’s endogenous drive. By adjusting organizational institutional factors to meet the public’s inner drive for acquisition, bond, comprehension, and defense, public motivation can be mobilized and the public can be motivated to be involved in grass-roots social governance in a sustainable manner. The results of the study reveal the incentive mechanism for the public’s active involvement in grass-roots social governance, analyze the internal logic of Chinese characteristics in motivating the public’s active involvement in grass-roots governance, and expand the scope of the application of Stimulus-Organism-Response Theory in studying the incentives for the public’s active involvement in grass-roots social governance, which is important for revealing the characteristic laws in a Chinese context with empirical research.