Although knowledge-sharing, an important facet of knowledge management, has been encouraged for the sustainable development of organizations, this kind of behavior is still not prevalent among group members. To enrich the literature and contribute to its practical usage, this research proposed a model based on the fit theory to examine the roles of perceived insider status (PIS) and power distance orientation in subordinates’ Moqi with supervisors (SMS) and knowledge-sharing. Survey data from eight firms in China contained 196 samples and was analyzed by MPLUS software to justify the hypotheses. The results showed that: first, SMS predicted knowledge-sharing and perceived insider status; second, perceived insider status positively mediated the relationship between SMS and knowledge-sharing; third, power distance orientation not only positively moderated the relationship between SMS and perceived insider status, but also positively moderated the relationship between SMS and knowledge-sharing. This study enriched the literature on the antecedents of knowledge-sharing and application of SMS. Additionally, this study proposes a few suggestions to practitioners and researchers for establishing sustainable organizations.

Purpose: This study attempts to develop and test the model regarding work engagement as a mediator and role stress as a moderator to explain how and when subordinate moqi affects employee voice.Design/methodology/approach: A two-wave online survey was conducted, and 217 supervisor–subordinate dyads’ data were collected. This study's hypotheses were tested using linear regression analysis.Findings: The results demonstrated that subordinate moqi is associated with employee voice. The increase in subordinate moqi can enhance employee work engagement and then promote employee voice. Furthermore, employee role stress moderates the relationships between work engagement and employee voice and the indirect effects of subordinate moqi on employee voice via work engagement.Originality/value: From the perspective of job resources, this study ascertains that work engagement plays a mediator role in explaining how subordinate moqi affects employee voice and fills in the gap of the mediating mechanism between subordinate moqi and employee voice. Moreover, this study extends the understanding of role stress by emphasizing its positive role rather than its negative function which is highly discussed in previous research.

Researchers have examined the effects of campus ostracism on students' perceptions, attitudes, and behaviors. However, little is known about the relationships between campus ostracism and student organizational citizenship behavior (OCB). Drawing on social identity theory, we aim to develop and test a moderated mediation model regarding perceived insider status (PIS) as a mediator and resilience as a moderator to explain how and when campus ostracism influences student OCB. A three-wave online survey was conducted and 404 valid data were collected. A linear regression analysis was conducted to test the hypotheses. The results showed that campus ostracism is negatively related to student OCB. PIS mediates this relationship. In addition, our findings indicated that when ostracized students have high resilience, such a relationship between ostracism and PIS and the mediation effect was aggravated. Namely, resilience will enlarge the relationships among campus ostracism, PIS, and OCB. These findings advance our understanding of campus ostracism and suggest that school administrators should adopt strategies to create a friendly campus environment to alleviate campus ostracism and inhibit students' negative behaviors.

Purpose: Drawing on the self-concept-based theory, this study aims to consider subordinate moqi as a source of forming self-concept to develop a conceptual model to examine the relationships between subordinate moqi and employee creativity, including self-efficacy as a mediator and face consciousness as a moderator. Design/methodology/approach: An online survey was conducted and 188 subordinate-supervisor paired samples were collected in China. This paper applied the multiple linear regression method to test the proposed hypotheses. Findings: Results show that subordinate moqi is positively related to employee creativity, and employee self-efficacy mediates the positive relationship between subordinate moqi and employee creativity. Additionally, face consciousness moderates the positive effect of self-efficacy on employee creativity and the indirect effect of subordinate moqi on employee creativity via employee self-efficacy. Practical implications: These findings suggest that employees, managers and organizations should foster subordinate moqi, especially for the managers whose subordinates have low-level creativity. Moreover, fostering subordinate moqi can enhancing employee self-efficacy and further promote employee creativity. Additionally, our findings show the moderating role of face consciousness. That is, face consciousness can be regarded as a management tool to inspire employees’ intrinsic motivation to achieve goal tasks. Especially in the Chinese context, the face culture is quite prominent. Originality/value: The findings provide empirical evidence on how and when subordinate moqi promote employee creativity. This study enriches our understanding of subordinate moqi.

Fostering subordinate moqi is a significant method to improve the cooperating quality and promote positive outcomes. However, little is known about the influencing factors and mechanisms of subordinate moqi. To address this issue and explore the influencing factors of subordinate moqi, we draw on self-categorization theory to develop a mediation model to examine whether and how deep-level similarity affects subordinate moqi, casting the leader-member exchange (LMX) as a mediator. A two-wave online survey was conducted and 316 data was collected. A Structure Equation Modeling analysis was used to test all hypotheses with Mplus 7. Results showed that the deep-level similarity could positively predict subordinate moqi and LMX, respectively. Additionally, LMX was a significant predictor of subordinate moqi as well as it mediated the positive relationships between deep-level similarity and subordinate moqi. These findings expand our understanding of the antecedents of subordinate moqi. It is suggested that developing subordinates’ deep-level similarity with supervisors and LMX relationships are instrumental in cultivating subordinate moqi which promote positive outcomes. Organizations should integrate effective management programs into managerial strategies to enhance deep-level similarity and LMX, in turn, fosters subordinate moqi.

Guanxi and followership play important roles in employees' interaction with their supervisors. Extant studies have found that supervisor-subordinate guanxi can predict subordinates' attitudes and behaviors toward their supervisors. However, little is known about the relationship between guanxi closeness and subordinates' following supervisors. Accordingly, drawing on conservation of resource theory (COR), we develop a two-path mediation model and examine the direct impact of guanxi closeness on followership, the mediating role of burnout and power distance orientation, discussing the dual impacts of guanxi closeness. To reduce the common method basis, a two-wave time-lagged (interval of one month) study was conducted. Then, we collected 239 pieces of data to test our hypotheses using path analyses. Results show that the direct effect of guanxi closeness on followership is significant. Additionally, guanxi closeness weakens followership by reducing employee burnout. Meanwhile, guanxi closeness can decrease employees' power distance orientation (PDO) and then enhance followership. These findings reveal the dual impacts of guanxi closeness and extend our understanding of guanxi showing positive impact as well as negative impact. Therefore, managers should cultivate guanxi closeness with subordinates to enhance followership by reducing subordinates' PDO while providing resources and support to employees involved in burnout. These behaviors are conducive to helping managers to attain subordinates' following.