The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

Despite the acknowledged importance of innovation for enterprises’ sustainable development, in comparison to technological innovation, research on market-based innovation is still in its nascent stage. It is unclear what factors will predict market-based innovation and how market-based innovation boosts innovation performance. Therefore, based on an adaptive marketing capabilities perspective and drawing on insights from the organizational ambidexterity literature, this study explored the relationships among enterprises’ marketing capabilities, market-based innovation and innovation performance. Data collected from 237 manufacturing enterprises in China were analyzed using hierarchical regression analysis and bootstrapping methods. The results showed that: (1) Marketing capabilities and market-based innovation activities are both ambidextrous. Specifically, marketing capabilities include marketing exploration capabilities and marketing exploitation capabilities, and market-based innovation includes exploratory market-based innovation and exploitative market-based innovation. (2) Ambidextrous marketing capabilities can enhance innovation performance significantly, with ambidextrous market-based innovation playing a partial mediating role in this relationship. Specifically, marketing exploration capabilities affect innovation performance through the partial mediating role of exploratory market-based innovation, whereas marketing exploitation capabilities affect innovation performance through the partial mediating role of exploitative market-based innovation. (3) Exploratory market-based innovation negatively moderates the relationship between exploitative market-based innovation and innovation performance, and exploitative market-based innovation also exerts a negative moderating effect on the exploratory market-based innovation–innovation performance association. These findings complement and enrich the ambidextrous capability (innovation) theory, helping manufacturing enterprises to better understand and deploy ambidexterity, and hence to achieve sustainability.

How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

With volatility, uncertainty, complexity and ambiguity, employees are often encouraged to take on tasks beyond their responsibilities, which may lead to ci

As the workforce ages, instances of age discrimination against older employees persist. Prior research has focused on the adverse consequences and adverse