The workforce is becoming increasingly heterogeneous in terms of age, gender, race/ethnicity, education, values, cognition, and culture. Thus, team diversity management is regarded as an important development strategy that organizations can use to gain advantages. However, in the diversity literature, empirical studies investigating the effects of cognitive diversity on creativity have not yielded conclusive findings. This has called into question the importance of team cognitive diversity. To address this, we investigate when and how team cognitive diversity fosters individual creativity. Drawing on the categorization-elaboration model (CEM) and literature on Chaxu climate, we develop a multilevel mediated moderation model in which the team Chaxu climate is treated as the moderator and team knowledge sharing is treated as the mediator. Using two-wave paired data collected from 46 teams and 368 members, we find that Chaxu climate mitigates the positive effect of team cognitive diversity on team knowledge sharing. In turn, team knowledge sharing mediates the interaction effect between team cognitive diversity and Chaxu climate on individual creativity. Our study facilitates a shift from an automatic-oriented lens to a contingent-oriented lens by identifying a new contingent factor and advances research on the underlying mechanisms by identifying a new process factor. Ultimately, this study enriches our knowledge on the function of cognitive diversity in the field of business strategy.

Drawing upon upper echelon theory and the resource-based view, this study employs a moderated mediation model to investigate the moderating role and underlying mechanisms of digital transformation in the influence of top management teams (TMT) on corporate green innovation.

Our analysis of panel data from 19,155 Chinese A-share listed companies (2011-2020) demonstrates that TMT career experience heterogeneity has a positive effect on green innovation, a relationship that is further strengthened by digital transformation.

This study shows the role of digital transformation in amplifying the effects of TMT diversity on green innovation and the crucial role of industry-academia-research collaboration as a mediator. Heterogeneity analysis highlights that non-state-owned enterprises (non-SOEs) show more agility than state-owned enterprises (SOEs) in leveraging heterogeneous TMT to drive green innovation. Conversely, green innovation in SOEs benefits more from digital transformation, which includes both its direct and indirect effects of digital transformation. Enterprises located in non-Yangtze River Economic Belt regions benefit more from digital transformation, demonstrating the importance of a balanced distribution of digital resources.

This study provides novel insights into leveraging inclusive leadership and digital capabilities to enhance ecological sustainability. This study underscores the potential of diversified TMTs and digitalization technology integration to catalyze green innovation, which is critical for environmentally responsible transformation.

This study aims to explore the influence of organizational learning and dynamic capability on organizational performance of human resource service enterprises with the moderating role of technology environment and market environment. Data were gathered from 360 human resource service enterprises, and applied the hierarchical linear regression method and structural equation model to test the hypotheses. We found that organizational learning has a significantly positive impact on resource integration capability, as well as has a significantly positive impact on resource reconfiguration capability of human resource service enterprises. Resource integration capability and resource reconfiguration capability have a significantly positive impact on organizational performance. Moreover, results indicated that the resource integration capability and resource reconfiguration capability partially mediate in the relationship between organizational learning and organizational performance. Furthermore, technology environment and market environment have positive moderation effect between resource integration capability and organizational performance of human resource service enterprises, as well as have positive moderation effect between resource reconfiguration capability and organizational performance of human resource service enterprises. The current study contributes to a better understand the impact mechanism of organizational learning on organizational performance from the perspective of organizational learning theory and dynamic capability theory. In addition, this study provides implications for human resource service enterprises and managers to improve organizational performance.

In this paper we investigate the relationship between chief executive officer (CEO) empowering leadership and corporate entrepreneurship. In addition, the mediating role of information elaboration in top management teams (TMTs) and the moderating role of environmental dynamism are examined. Drawing on the information exchange/sharing perspective, we hypothesize that CEO empowering leadership has a positive effect on corporate entrepreneurship, and TMT information elaboration mediates the relationship above. Furthermore, we find that environmental dynamism positively moderates the relationship between empowering leadership and information elaboration, and negatively moderates the relationship between information elaboration and corporate entrepreneurship. Data from a sample of Chinese firms provide empirical evidence in support of these hypotheses.

The creative thinking and ability of top management team (TMT) members is important in coping with rapid changes in the external environment and improving the competitive advantage of an organization. This research focuses on the CEO-TMT interface to explain how CEOs influence TMT characteristics, which in turn affects TMT outcomes. Based on social learning theory, this study examines the associations among CEO ethical leadership, TMT cohesion, and TMT creativity in a Chinese context using a total of 91 TMTs. To verify the reliability and validity of the constructs, a series of confirmatory factor analyses (CFAs) were run. The results showed that the hypothetical model captured distinct constructs and fits the data well. A multistep regression method was used to test hypotheses. The results indicated that: (a) CEO ethical leadership has a positive effect on TMT creativity; (b) TMT cohesion plays a mediating role in the relationship between CEO ethical leadership and TMT creativity; and (c) power distance plays a moderating role in the relationship between CEO ethical leadership and TMT creativity. The greater the power distance, the weaker the positive relationship between CEO ethical leadership and TMT creativity. This study demonstrates the value of CEO ethical leadership and advocates the importance of establishing team cohesion and building a psychologically safe environment to motivate top managers within an organization to share information and knowledge to improve creativity.