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Based on affective events theory, this research attempted to investigate how negative gossip about organizational change drives employees to experience negative emotions and direct their aggression toward customers.

We conducted a scenario-based experiment (Study 1) and a multiwave field survey (Study 2) to test our hypotheses.

The results show that (1) negative emotions mediate the relationship between change-related negative gossip and displaced aggression toward customers; (2) perceived organizational constraints strengthen the relationship between change-related negative gossip and negative emotions; (3) future work self-salience weakens the relationship between change-related negative gossip and negative emotions; and (4) change-related negative gossip has a strengthened (weakened) indirect effect on displaced aggression via negative emotions when employees have high perceived organizational constraints (future work self-salience).

The study expands research on organizational change and displaced aggression and provides practical implications for managing organizational change.

Unverified information avoidance behavior refers to the conscious effort made by individuals to avoid consuming information that has not been verified by credible sources. This behavior is essential in preventing the spread of misinformation that can hinder effective public health responses. While previous studies have examined information avoidance behavior in general, there is a lack of research specifically focusing on the avoidance of unverified information during health crises. This study aims to fill this gap by exploring factors that lead to social media users’ unverified information avoidance behavior during health crises, providing novel insights into the determinants of this protective behavior.

We based our research model on the health belief model and validated it using data collected from 424 individuals who use social media. The proposed model was tested by using the partial least squares structural equation modeling (PLS-SEM) approach.

Our results indicate that individuals’ government social media participation (following accounts and joining groups) affects their health beliefs (perceived severity and benefits of information avoidance), which in turn trigger their unverified information avoidance behavior.

Our study contributes to the current literature of social media crisis management and information avoidance behavior. The implications of these findings for policymakers, social media platforms and theory are further discussed.

The purpose of this study is to investigate the impact of corporate social responsibility (CSR) on innovation performance and examine the moderating role of social media strategic capability and big data analytics capability. Specifically, the authors explore the effects of both external and internal CSR on innovation performance.

The authors collected data from 221 senior, middle and research and development (R&D) managers of high-tech firms in China, using a questionnaire survey with a six-month interval.

The empirical results show that both external and internal CSR positively influence innovation performance. Furthermore, social media strategic capability has a positive moderating effect on the relationship between CSR and innovation performance, while big data analytics capability moderates the relationship between external CSR and innovation performance.

The data comes from high-tech firms in China, which may limit the generalizability and external validity of the findings. Future studies should replicate this study in other industries and types of organizations.

The study suggests that high-tech firms should engage in both external and internal CSR activities to promote innovation performance. Moreover, leveraging social media strategic capability and big data analytics capability can enhance innovation performance.

This study contributes to the literature on CSR outcomes by empirically exploring the effects of external and internal CSR on innovation performance, thus extending stakeholder theory. Additionally, by revealing the contingency effects of social media strategic capability and big data analytics capability, this study enriching the research on dynamic capabilities theory in the context of digital transformation.

Drawing on the attribution theory, this study re-examined the effect of supervisor-subordinate guanxi (SSG) on counterproductive work behaviors (CWBs) by highlighting the critical moderating role of job self-efficacy and the mediating role of psychological entitlement, with the aim of revealing the potential drawbacks of SSG.

Three-wave matched data were collected from 434 employees working in China. The authors adopted path analysis in Mplus 7.4 to test the hypotheses proposed in this study.

The results suggested that among subordinates with high job self-efficacy, SSG triggers psychological entitlement, which subsequently leads to CWBs.

This research challenges the prevailing consensus regarding the beneficial effects of SSG on subordinate management from the social exchange theory perspective by revealing when and why high-quality SSG can also engender subordinates’ psychological entitlement and subsequent CWBs. By doing so, this study provides a more dialectical view of the impact of establishing high-quality SSG in human resource management.

Heritage building management serves as a potent catalyst for sustainability, yet it poses a distinctive set of challenges. Achieving a harmonious balance between conserving the building's historical and cultural value and ensuring modern functionality and safety remains a primary concern. The present work proposes a socio-technical approach to the development and use of a digital twin (DT) that will integrate social data related to the use of heritage buildings with building and environmental data.

The paper presents a logical and systematic joined-up management framework to the targeted heritage buildings, according to a “Whole Building” approach. Our approach is informed by the underpinning assumption that a heritage building and even more a heritage neighborhood is a socio-technical, complex and dynamic system, the change of which depends on the dynamic interconnections of materials, competences, resources, values, space/environment, senses and time.

A heritage dynamics approach is adopted to unfold the dynamic nature of heritage and to better inform decisions that can be made in the present and future, achieving people-centered and place-based heritage management. This proposition underlines the heritage transformation as a complex systemic process that consists of nonlinear interconnections of multiple heterogeneous factors (values, senses, attitudes, spaces and resources).

This paper presents a multi-level framework of DTs that interact hierarchically to comprehensively understand, assimilate and seamlessly integrate intricate contexts, even when faced with conflicting conditions from diverse cultural heritage entities. This paper outlines the importance of the iterative system dynamics (SD) approach, which enables adaptive management and ensures the resilience of cultural heritage over time.