As boundaryless careers become mainstream, individuals need to enhance career decision-making self-efficacy (CDSE) during career transitions to secure better employment outcomes and sustainable career development, especially when moving from a school to a work environment. Drawing on social cognitive career theory, this study empirically proposed a moderated mediation model to examine whether proactive personality (measured at Time 1), career success criteria clarity (CSCC, measured at Time 2), and family socioeconomic status (including family income, parents’ educational level, and parents’ occupational level; measured at Time 1) would contribute to CDSE (measured at Time 2). Results based on a two-wave survey of 235 college students showed that: (1) proactive personality positively predicted CDSE; (2) CSCC positively predicted CDSE; (3) CSCC partly mediated the relation between proactive personality and CDSE; (4) the positive effect of CSCC on CDSE was stronger among students with a lower family socioeconomic status. Individuals with strong proactive personalities were more likely to develop salience in career success criteria and in turn became more confident in making career decisions. Therefore, vocational educators in higher education could help to improve students’ CDSE by promoting training programs for proactive thinking, providing successful role models, and encouraging family involvement, especially for students with a lower family socioeconomic status.

The issues surrounding corporate sustainability (CS), which have gained importance in organizational theory and practice that could help in gaining a competitive advantage, are becoming complex and far-reaching. Competitive advantage could decline if CS will not be maintained. Various factors affect CS. Among those, corporate social responsibility (CSR) practices, organizational culture (OC), and reputation (R) are important factors to consider for improving corporate sustainability. Therefore, the current study objective was to investigate the impact of OC on CSR in the hospitality industry. In addition, the mediating role of R between CSR and CS has been analyzed. The data were collected through a self-administered questionnaire from 350 managers, who were working in the hospitality industry across the country, by using a convenient sampling technique to test the proposed hypotheses empirically and validate the findings. Using a cross-research design and a quantitative-research approach, the partial least squares structural equation modeling (PLS-SEM) findings indicated a positive impact by OC, CSR, and R on CS. Based on these findings, the study has practical and theoretical implications for researchers and practitioners. Moreover, the current study is also considered to be a pioneer study, contributing to the related findings in the previous literature specifically in the context of Pakistan.

Facing resource constraints and fierce competition, it is relatively difficult for small firms to achieve product innovation to gain sustainable development independently. Previous studies have explored the positive relationship between social capital and product innovation, yet there is still a lack of a comprehensive understanding of the underlying mechanism and the boundary conditions. Drawing upon the dynamic capabilities framework, we expect that absorptive capacity and marketing capability will mediate the relationship between social capital and new product development. Moreover, since product innovation is considered a process of learning, we also examine the moderating effects of explorative learning, and exploitative learning within moderated mediation models. Employing a sample of 221 small firms based in China, we find that social capital is indeed positively associated with new product development and is simultaneously fully mediated by absorptive capacity and marketing capability. Furthermore, the impact of absorptive capacity on new product development is amplified when a condition of explorative learning exists. This study, therefore, advances the current understanding on the predictors of innovation and enriches the dynamic capabilities theory, and also provides empirical support for the sustainable development of small firms.

Accelerating the promotion of the green transition can help to achieve high-quality development in manufacturing industries. In terms of policies that encourage the transition to green production, carbon trading is a direct and effective means of achieving this goal, and the carbon price is an important regulator in trading. Normally, firms respond to carbon prices by making three behavioral choices: production restrictions, pollution reduction, and the technological transition to green production. This study examines the effect of carbon price volatility on the decision to conduct green production, i.e., transforming to sustainable technologies and processes. In addition, this paper also investigates whether organizational resource slack and organizational technical standards moderate the relationship between the carbon price volatility and firms’ green transitions. The results suggest that a steadily increasing carbon price will motivate firms to make a green transition, but if the carbon price is volatile, firms will be reluctant to make a green transition. This tendency to make a green transition is stronger when firms have resource slack and have implemented green technical standards. The findings provide empirical evidence and policy implications regarding how manufacturing firms can accelerate their green transition.

Digital platform ecosystems confront critical management challenges as they overcome path dependence amid rapid technological change. This study explores cross-category innovation as a key strategic action, using a longitudinal case study of ByteDance to analyze how digital technology drives ecosystem evolution, and constructs a “technology-driven–strategic action–ecosystem evolution” framework to examine the interplay between technological capabilities and strategic actions. Findings identify two stages: in the category emergence stage, platforms establish a core business ecosystem via identity, legitimacy, and differentiation strategies, leveraging technologies like algorithmic recommendation to shape user cognition and market legitimacy. In the category spanning stage, platforms leverage platform envelopment, open innovation, and status strategies to expand cross-category ecosystems, enabling technological spillover and integrated innovation across new domains. The findings reveal a co-evolution mechanism of cross-category innovation strategy and ecosystems, where the cross-category innovation strategy serves as both a driving force for ecosystem evolution and acquires new strategic opportunities. This study offers insights for building sustainable ecosystems that transcend industry boundaries and enhance resilience.

Digital platform ecosystems confront critical management challenges as they overcome path dependence amid rapid technological change. This study explores cross-category innovation as a key strategic action, using a longitudinal case study of ByteDance to analyze how digital technology drives ecosystem evolution, and constructs a "technology-driven–strategic action–ecosystem evolution" framework to examine the interplay between technological capabilities and strategic actions. Findings identify two stages: In the category emergence stage, platforms establish a core business ecosystem via identity, legitimacy and differentiation strategies, leveraging technologies like algorithmic recommendation to shape user cognition and market legitimacy. In the category spanning stage, platforms leverage platform envelopment, open innovation and status strategies to expand cross-category ecosystems, enabling technological spillover and integrated innovation across new domains. The findings reveal a co-evolution mechanism of cross-category innovation strategy and ecosystems, where the cross-category innovation strategy serves as both a driving force for ecosystem evolution and acquires new strategic opportunities. This study offers insights for building sustainable ecosystems that transcend industry boundaries and enhance resilience.