With the rapid development of online shopping and traditional physical store shopping interweaving to form different shopping situations, customer experience has gradually become the main source of retailers’ sustainable competitive advantage through differentiation. Retailers need to continuously improve customer experience in different shopping situations to maintain long-term sustainable customer satisfaction and achieve sustainability. The study aims to examine what kind of shopping situations will influence customer experience and customer satisfaction. A total of 288 questionnaires were collected from two different shopping situations (146 questionnaires from physical stores were collected in five cities in China and 142 online questionnaires were collected from 21 provinces in China), and multiple regression analysis was adopted to test the hypotheses. As a result, we found that customer experience with staff service, shopping environment, and shopping procedure has a positive influence on customer satisfaction. Different shopping situations significantly moderate the relationships among customer experience with the shopping environment, product experience, and customer satisfaction but rarely influence customer experience with staff service and service procedures. Finally, gender significantly moderates the relationship between customer experience and customer satisfaction in different shopping situations. This study theoretically reveals the relationship between customer experience and satisfaction in different shopping situations and provides practical suggestions for retailers to form differentiated sustainable competitive advantage through customer experience management.

Digital–AI transformation is revolutionizing the modern workplace, yet its complexity has left many aspects of employee responses underexplored. While previous research has examined some employee reactions to technological change, the nuanced impact of ambivalence toward digital–AI transformation on employees’ proactive behavior remains a largely uncharted area. This is especially significant as proactive behavior is crucial for the successful implementation of digital–AI transformation. While presenting unprecedented opportunities, digital–AI transformation has also triggered intricate psychological responses among employees, with ambivalence toward it being particularly prominent. Building on threat–rigidity theory, this study aims to fill a research gap by exploring the impact of ambivalence on employees’ proactive behavior during digital–AI transformation. Using survey data collected from 343 employees undergoing digital–AI transformation, we tested a structural model linking ambivalence, job engagement, and future work self-salience to taking-charge behavior. The results reveal that ambivalence toward digital–AI transformation negatively affects taking-charge behavior. Furthermore, both future work self-salience and job engagement fully mediate this relationship. Additionally, job engagement and future work self-salience jointly play a chained mediating role in the negative effect of ambivalence toward digital–AI transformation on taking-charge behavior. Our findings provide actionable insights for organizations seeking to mitigate ambivalence and foster proactive employee engagement in digital transformation initiatives.

Entrepreneurial and innovative activities are becoming a global economic and social phenomenon, especially in emerging economies. This study focuses on a typical emerging economy, China, and its entrepreneurial and innovative activities. On the basis of current research, the literature review and the chain of “cognition–behavior–outcome” are used for constructing the theoretical model for the relationship among entrepreneurial team cognition characteristics, behavior characteristics, and venture performance. A total of 101 valid copies of questionnaire are collected from entrepreneurial team members, as the research objects, and the structural equation modeling (SEM) method is applied to test the theoretical hypotheses. The research results reveal (1) significant effects of entrepreneurial team cognition characteristics and behavior characteristics on venture performance and (2) partial mediating effects of entrepreneurial team behavior characteristics on the relationship between cognition characteristics and venture performance. The research results are the expansion of research on entrepreneurial teams as well as the important reference for entrepreneurial team management and behavioral practice.