Environmental leadership has received continuous attention from the business sector in recent years, yet few studies have examined the internal mechanisms and contingent conditions that link environmental leadership to firm performance. The aim of this article is to advance research by investigating the relationship between environmental leadership and firm performance by considering the mediating role of green innovation practices and the moderating role of environmental knowledge learning. A questionnaire survey is used to collect data from 353 agricultural products corporations in China. Empirical results show that environmental leadership has a positive relationship with the two dimensions of firm performance, namely, environmental performance and financial performance. Results also indicate that green innovation practices (including green innovation strategy and actions) play a mediating role between environmental leadership and firm performance. Meanwhile, it is also found that environmental knowledge learning positively moderates the effect of environmental leadership on green innovation practices. This study adds value to the environmental management literature by introducing leadership style as an antecedent variable to examine the impact of environmental leadership on firm performance in China. And the study also highlights the important moderating effect of environmental knowledge learning on the relationship between environmental leadership and green innovation practices. The findings of this article could be important in terms of both management and policy implications.

Purpose: Following the rapid expansion of data volume, velocity and variety, techniques and technologies, big data analytics have achieved substantial development and a surge of companies make investments in big data. Academics and practitioners have been considering the mechanism through which big data analytics capabilities can transform into their improved organizational performance. This paper aims to examine how big data analytics capabilities influence organizational performance through the mediating role of dual innovations.Design/methodology/approach: Drawing on the resource-based view and recent literature on big data analytics, this paper aims to examine the direct effects of big data analytics capabilities (BDAC) on organizational performance, as well as the mediating role of dual innovations on the relationship between (BDAC) and organizational performance. The study extends existing research by making a distinction of BDACs' effect on their outcomes and proposing that BDACs help organizations to generate insights that can help strengthen their dual innovations, which in turn have a positive impact on organizational performance. To test our proposed research model, this study conducts empirical analysis based on questionnaire-base survey data collected from 309 respondents working in Chinese manufacturing firms.Findings: The results support the proposed hypotheses regarding the direct and indirect effect that BDACs have on organizational performance. Specifically, this paper finds that dual innovations positively mediate BDACs' effect on organizational performance.Originality/value: The conclusions on the relationship between big data analytics capabilities and organizational performance in previous research are controversial due to lack of theoretical foundation and empirical testing. This study resolves the issue by provides empirical analysis, which makes the research conclusions more scientific and credible. In addition, previous literature mainly focused on BDACs' direct impact on organizational performance without making a distinction of BDAC's three dimensions. This study contributes to the literature by thoroughly introducing the notions of BDAC's three core constituents and fully analyzing their relationships with organizational performance. What's more, empirical research on the mechanism of big data analytics' influence on organizational performance is still at a rudimentary stage. The authors address this critical gap by exploring the mediation of dual innovations in the relationship through survey-based research. The research conclusions of this paper provide new perspective for understanding the impact of big data analytics capabilities on organizational performance, and enrich the theoretical research connotation of big data analysis capabilities and dual innovation behavior.

Despite the pivotal function of knowledge sharing for enterprises in today’s highly competitive and ever-changing economic environment, the mechanism about how ethical leadership impacts employees’ knowledge sharing remains a largely unexplored domain in the literature. Drawing on the social exchange theory and social learning theory, this study examines how ethical leadership helps to encourage followers’ knowledge sharing behavior considering the dual-mediating effects of positive reciprocity and moral efficacy. A questionnaire-based survey is used to collect data in China. And structural equation modeling techniques are used to analyze the collected data in order to test the proposed hypothesis. Results show that ethical leadership has positive impact on followers’ knowledge sharing. It is also found that both positive reciprocity and moral efficacy play significant mediating effects, and they are equally important in accounting for the impact of ethical leadership on followers’ knowledge sharing. Based on the analysis results, this paper further discusses theoretical and practical implications.

Drawing on a perspective grounded in social information processing theory, this paper investigates the mechanism through which organizational innovative climate affects individual improvisational behavior. We developed a theoretical model for analyzing our hypotheses and conducted an empirical study by analyzing data from 356 employees who work for service enterprises. Our paper finds that organizational innovative climate impacts employees’ improvisational behavior by triggering their psychological safety perception. It is also found that employee’s creative self-efficacy plays a positive moderating role in the relationship between organizational innovative climate and employees’ improvisational behavior. The results of our study assert that improvisation is not just an inherently individual phenomenon. Rather, it is also affected by the characteristics of the organizations in which employees are embedded. We discuss the implications of these findings for understanding and promoting employees’ improvisational behaviors in the workplace.

Drawing upon social cognition theory and social support theory, this study investigates the impact of social support on entrepreneurial well-being. Using a valid sample of 228 entrepreneur respondents who are supported by Youth Business China (YBC), this study provides compelling evidence regarding the following key findings: Firstly, family support has a significantly positive impact on entrepreneurs’ entrepreneurial well-being. Partner support significantly and positively affects entrepreneurs’ subjective well-being, although it does not significantly impact objective well-being. The positive impact of social support from institutions on entrepreneurial well-being is not significant. Secondly, partner support and institutional support have significant positive impacts on entrepreneurial passion. However, family support does not exhibit a significant positive effect on positive emotions. Instead, it significantly contributes to entrepreneurial identity. Thirdly, entrepreneurial passion demonstrates a significantly positive impact on entrepreneurial well-being. Fourthly, entrepreneurship passion plays a mediating role between social support and entrepreneurial well-being. Finally, entrepreneurial efficacy positively moderates the relationship between social support and entrepreneurial passion. The study culminates with practical implications for entrepreneurs and policymakers in entrepreneurial practices.

Based on the regret regulation theory and entrepreneurial cognition theory, this study aims to investigate the relationship between entrepreneurs’ anticipated regret and entrepreneurial persistence through the mediator of entrepreneurial cognition. To that end, we distributed surveys to entrepreneurs who were supported by the “Xing Chuang Tian Di” project and used 248 questionnaire data to examine the hypotheses. The results show that entrepreneurs’ anticipated regret has a significant and direct impact on entrepreneurial persistence. Also, entrepreneurship cognition plays a mediating role between anticipated regret and entrepreneurial persistence. In addition, the entrepreneurial environment plays a positive role in moderating the relationship between anticipated regret and entrepreneurial persistence.