With the increasing complexity of the external organizational environment, employees’ proactive behavior has become a critical factor for organizational success. However, there is limited research exploring the mechanisms behind employees’ proactive behavior from the perspective of family supportive supervisor behavior, which satisfies employees’ work–family balance. Based on the Cognitive–Affective Personality System theory and in the context of escalating work–family conflict and the Chinese cultural context, which emphasizes reciprocity, this study collected survey data from 535 employees in two stages. The study aimed to investigate the relationship between family supportive supervisor behavior and employees’ proactive behavior. The results show that family supportive supervisor behavior has a positive impact on employees’ proactive behavior; perceived insider status and affective commitment partially mediate the impact of family supportive supervisor behavior on employees’ proactive behavior; and perceived insider status and affective commitment play chain-mediating roles in the influence of family supportive supervisor behavior on employees’ proactive behavior. This study innovatively reveals the “black box” of the relationship between family supportive supervisor behavior and employees’ proactive behavior from the internal perspective of individual cognition–emotion. This expands the research on the consequences of family supportive supervisor behavior in the work field and provides inspiration for enterprises on how to motivate employees’ proactive behavior.

Customers’ repurchase intention is a key driver of sustained profitability for companies. However, the influencing factors of customers’ repurchase intention and their direct mechanisms of action are not yet clear. This study empirically examines the relationships among intrinsic quality, perceptual quality, brand equity, customer satisfaction, online word-of-mouth, and customers’ repurchase intention using a structural equation model. A customer repurchase intention model is constructed with customer satisfaction as the mediating variable and online word-of-mouth as the moderating variable. The empirical results show that intrinsic quality, perceptual quality, and brand equity have a significant impact on customer satisfaction. Notably, intrinsic quality exerts an indirect effect on customers’ repurchase intention primarily through customer satisfaction, with no significant direct impact, while perceptual quality and brand equity have significant direct effects on repurchase intention. Customer satisfaction plays a partial mediating role between intrinsic quality, perceptual quality, brand equity, and repurchase intention. Online word-of-mouth has a significant moderating effect on the relationship between customer satisfaction and customers’ repurchase intention. These findings provide actionable insights for smartphone enterprises to optimize product development, brand management, and online reputation strategies, thereby enhancing customer loyalty and market competitiveness.

In the context of an economic downturn, organizations need to continuously improve their performance requirements for employees, and in the macro environment of intensified competition, organizations need to continuously motivate employees to innovate in order to seize development opportunities. Flexibly adjusting to the internal pressure of an organization while ensuring organizational vitality can promote employee adaptive growth and achieve sustainable development in the organization. However, the impact of performance pressure on employee ambidextrous innovation is currently unknown. Based on this, this article explores the positive effects of performance pressure in influencing employee ambidextrous innovation through job involvement from the perspective of Affective Events Theory and uses workplace fun as a moderating variable in order to analyze the internal logic of long-term motivation for employee ambidextrous innovation in organizations. This article conducted a survey and analysis of 362 in-service employees in enterprises and institutions and found the following: (1) performance pressure has a significant positive impact on employee ambidextrous innovation; (2) job involvement plays a partial mediating role between performance pressure and exploratory innovation; (3) workplace fun has a moderating effect on the relationship between job involvement and exploitative innovation, and the higher the level of workplace fun, the stronger the positive impact of job involvement on exploitative innovation.

With the advancement of global economic restructuring and China’s economic transformation, structural employment contradictions have intensified amid increasingly competitive labor markets. The frequent occurrences of “degree devaluation” and talent “downskilling” have made perceived overqualification increasingly prevalent in organizations. This study, based on the Cognitive–Affective Personality System theory, investigates the differential mechanisms through which perceived overqualification drives approach and avoidance job crafting via cognitive and affective pathways. Data from a two-wave survey of 556 Chinese employees produced several key findings: (1) Perceived overqualification significantly enhances approach job crafting while suppressing avoidance job crafting by elevating role breadth self-efficacy (cognitive pathway), demonstrating a proactive breakthrough effect. (2) Perceived overqualification inhibits approach job crafting and exacerbates avoidance job crafting through triggering emotional exhaustion (affective pathway), revealing a passive exhaustion trap. (3) Perceived overqualification exerts a positive and significant overall indirect effect on approach job crafting through the combined mechanisms of cognitive gains from role breadth self-efficacy and affective costs from emotional exhaustion, whereas the overall indirect effect on avoidance job crafting is non-significant. (4) Idiosyncratic deals (i-deals) function as a dynamic boundary mechanism that amplifies the positive impact of role breadth self-efficacy and mitigates the negative effects of emotional exhaustion, while moderating the mediating roles of both pathways. This research develops a dual-path integrated model of perceived overqualification and job crafting by classifying job crafting categories, incorporating cognitive–affective pathways, and introducing i-deals as a contextual element. These findings respond to scholarly demands for elucidating the intricate connections between perceived overqualification and job crafting through integrative perspectives; in addition, they offer theoretical and practical insights for organizations to leverage the potential of overqualified individuals appropriately.

The 360 degree feedback evaluation method is a multidimensional, comprehensive assessment method. Evaluators may hesitate among multiple evaluation values and be simultaneously constrained by the biases and cognitive errors of the evaluators, evaluation results are prone to unfairness and conflicts. To overcome these issues, this paper proposes a consensus-based 360 degree feedback evaluation method with linguistic distribution assessments. Firstly, evaluators provide evaluation information in the form of linguistic distribution. Secondly, utilizing an enhanced ordered weighted averaging (OWA) operator, the model aggregates multi-source evaluation information to handle biased evaluation information effectively. Subsequently, a consensus-reaching process is established to coordinate conflicting viewpoints among the evaluators, and a feedback adjustment mechanism is designed to guide evaluators in refining their evaluation information, facilitating the attainment of a unanimous evaluation outcome. Finally, the improved 360 degree feedback evaluation method was applied to the performance evaluation of the project leaders in company J, thereby validating the effectiveness and rationality of the method.

With the leapfrog development of information and communication technology and the intensification of external competition among enterprises, after-hours work connectivity through communication devices has become a new norm in the workplace. While it offers certain conveniences, the constant connectivity it entails also imposes significant pressure on employees. How to comprehensively understand and rationally treat after-hours work connectivity has become an issue that organizations need to pay great attention to. Based on conservation of resources theory, this study analyzed 407 questionnaires to explore the “double-edged sword” effect of after-hours work connectivity on employee performance and analyzed the moderating effect of the psychological contract. The results indicate the following: (1) Proactive pathway: after-hours work connectivity promotes employees’ job crafting behaviors toward approach-oriented adjustments, thereby enhancing job performance. (2) Passive pathway: after-hours work connectivity encourages employees’ job crafting behaviors toward avoidance-oriented adjustments, leading to decreased job performance. (3) The psychological contract positively moderates the relationship between after-hours work connectivity and approach-oriented job crafting and negatively moderates the relationship between after-hours work connectivity and avoidance-oriented job crafting, regulating both the positive and negative coping pathways. The research findings contribute to assisting organizations in adopting a dialectical perspective towards and effectively utilizing after-hours work connectivity. This aids in achieving a balance between organizational effectiveness and employee well-being, seeking a mutually beneficial work paradigm, and providing managerial recommendations to promote sustainable organizational development.