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Medical disruptive innovation is essential for deepening the reform of health-care system. The theory of general disruptive innovation assumes that innovations can diffuse by benefiting and attracting consumers through observed and objective relative advantages. Yet decision-makers for adoption in health-care settings are safety-sensitive professionals whose cognitions barriers about underperformance in focal attributes will impede further evaluation of innovation's ancillary performance. Existing studies do not answer the question of how such innovations can overcome safety barriers, find early adopters and grow to the early majority. The purpose of this study is to investigate the process, mechanism, and path of early diffusion of medical disruptive innovation.

The authors conduct a longitudinal case study of the diffusion of Enhanced Recovery After Surgery (ERAS) in China during 2011–2018.

The authors find that the diffusion process of medical disruptive innovations can be viewed as a cognitive evolutionary process that sequentially establishes conformity, differentiation and normalization. Cognition reframing of expert, meaning and benefit for professionals is its implicit mechanism. When adoption may trigger cognitive concerns, actors’ very early (dis)adoption is driven by a combination of structural position, innovation attributes and performance perceptions; central actors then play amplifier roles in the development from early adopters to the early majority.

This study proposes a process theoretical framework for the early diffusion of disruptive innovation. By dissecting the key processes and mechanisms from a cognitive perspective, the study offers theoretical contributions and practical insights into the diffusion of disruptive innovation in professional settings.

This study aims at investigating how hybrid intelligence might enhance employee engagement in breakthrough innovation. Specifically, it empirically examines the mediating role of self-extinction and moderating role of social intelligence.

This study, using the lens of socio-technical system (STS) theory, collected data from 317 employees through cross-sectional survey. The hypotheses were tested using MPlus 8.3 by applying Structural Equation Modelling (SEM).

The results support the proposed model, suggesting that hybrid intelligence fosters employees' breakthrough innovation engagement and such a relationship is fully mediated by self-extinction. Besides, the findings provide support for the positive moderating impact of social intelligence on such indirect relationships in a way that high social intelligence will further strengthen the relationship.

As a pioneering contribution, the study uncovers the social mechanism that underlies hybrid intelligence–breakthrough innovation engagement relationship via self-extinction. The research suggests managers leveraging employees' social intelligence for playing a critical role in countering the negative impact of self-extinction by enhancing the employees' engagement in the breakthrough innovation process.

There has long been a belief that authentic leadership positively impacts employee outcomes, consistently proven to be effective. However, is this conclusion universally applicable in any situation? To answer this question, we investigated the interaction effect between authentic leadership and two types of team conflict (task conflict and relationship conflict) on employee creativity as well as the mediating role of employee trust in the leader (affective-based and cognitive-based), looking to open up a new milestone for authentic leadership.

This study involved 589 employees across 75 teams, with data collected using a dual-wave, multi-source approach.

The results demonstrated that authentic leadership can enhance employee creativity, but this effect is not absolute. Specifically, the interaction between authentic leadership and task conflict negatively affected employee creativity, with this relationship mediated by cognitive-based trust. Conversely, there was no significant impact of authentic leadership on relationship conflict affecting creativity, nor was this relationship mediated by affective-based trust.

This study challenges the long-held belief that authentic leadership always positively impacts employee creativity. Moreover, it provides new perspectives on the different situations in which authentic leadership has varying impacts on employee creativity. Additionally, the study contributes to a further systematic and comprehensive understanding of the impact of authentic leadership.