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This study aims to investigate the impact of government support on the coupling coordination degree of innovation chain and capital chain in integrated circuit (IC) enterprises and to explore the mechanism for considering talent in the influence path.

This paper uses coupling coordination degree model to estimate the coupling of two chains, and applies dynamic panel system generalized method of moments (system-GMM) to analyze the impact of government support on coupling of two chains and conducts dynamic panel threshold regression to explore the threshold effect of talent in the influence of government support on coupling coordination degree.

Serious imbalance in the coupling of two chains is a major obstacle in IC enterprises. Government support significantly reduces the coupling coordination degree. The talent in IC enterprises has a significant threshold effect. When the number of talent is lower than the threshold value, government support has a negative impact. Once the number of talent reaches a certain level, government support can significantly enhance the coupling of two chains. Compared with state-owned enterprises, government support has a greater negative impact on the coupling of the two chains in non-state-owned enterprises. The former needs more talent to take advantage of government support.

This paper applies the concept of coupling into enterprises and deeply studies the coupling coordination degree of two chains. The influence mechanism of government support and talent on the coupling of two chains is explored, which reveals that government support cannot achieve the expected incentive effect without the support of talent. We also discuss the heterogeneous effect of government support and of talent in enterprises of different ownership types.

This study supposes to provide new insights into the role of leader behaviors in motivating employees by examining how and when spiritual leadership and contingent reward leadership facilitate employee vigor at work.

Drawing from self-determination theory (SDT), the current study proposes that spiritual leadership intrinsically motivates employees, whereas contingent reward leadership extrinsically motivates employees – both of which subsequently improve employee vigor at work. The theoretical model was tested through a sample of 191 employees collected across three time points in China.

Results revealed that spiritual leadership positively facilitates employee vigor at work through enhancing their work enjoyment, and employees' need for achievement can amplify the effects of spiritual leadership. In addition, employees' performance-reward expectancy transmits the effects of contingent reward leadership on employee vigor at work, and leaders' performance expectations play a key role in strengthening the positive influences of contingent reward leadership.

Based on SDT, this study provides a comprehensive explanation of how and when two patterns of leader behaviors affect employee vigor at work. Therefore, the authors provide significant insights for leadership and work design in human resource management.

The main purpose of our study is to investigate the impact of daily leader humor behaviors on healthcare workers’ daily psychological state and behavioral outcomes.

Based on the conservation of resources (COR) theory, this study proposes that daily leader humor behaviors are positively related to healthcare workers’ daily positive affect, which in turn affects their next-day helping behaviors towards patients. These predictions hinge on healthcare workers’ difficulty in maintaining display rules. We conducted a lagged experience sampling methodology (ESM) survey of 621 complete daily observations from 93 healthcare workers who work in direct contact with patients at a large public hospital in China across consecutive 10 working days.

Results of multilevel path analysis demonstrate that daily leader humor behaviors are positively related to healthcare workers’ same-day positive affect, and this positive affect enhances their next-day helping behaviors towards patients. Furthermore, healthcare workers’ higher difficulty in maintaining display rules attenuates the benefits of daily leader humor behaviors.

Building on the COR theory and adopting a diary research design, this study shows daily fluctuations in leader humor behaviors and proposes a mechanism through which daily leader humor behaviors indirectly affect healthcare workers’ next-day helping behaviors. Thus, our study disclosed possible means for healthcare organizations to improve service quality.

Based on the strategy tripod perspective, this study aims to address how emerging economy multinational enterprises (EMNEs) make a strategic decision of choosing a foreign location for their strategic asset seeking and under what mechanism EMNEs make foreign direct investment (FDI) location choice.

This paper first reviews the literature on strategy tripod and strategic asset seeking strategy of EMNEs. Then, six cases of Chinese multinational enterprises operating in manufacturing industry have been introduced, emphasizing on interactions within three dimensions of strategy tripod framework, namely, resource-based dimension, industry-based dimension and institution-based dimension. By triangulating with multiple sources of archival and interview data, this paper identified a conceptual model presenting location choice mechanisms.

Based on a comparative multi-case study, four mechanisms of EMNEs’ location choice when seek strategic asset by FDI within a strategy tripod framework have been revealed. Specifically, EMNEs make their strategic decision of choosing a foreign location for their strategic asset seeking under mechanisms of seeking complementary resources based on industry characteristics; echoing with institutional dimension of home country when exploitation of resource; matching institutional dimension of host country when consider industry fitness; and institutional leveraging combined with understanding of resource and industry dimensions inside strategy tripod.

The findings shed novel insights into the mechanisms under which EMNEs choose their location for strategic asset-seeking FDI. It also broadens the strategy tripod framework by looking deeper into the characteristics of each dimension within a new research context of EMNEs’ FDI location choice.

The purpose of this paper is to offer an alternative framework and solution for balancing exploitation–exploration tensions and their management.

A case study method was adopted to uncover what underlies tensions and contradictions between exploitation–exploration that emerge for Chinese manufacturing companies due to the competitive global environment and their latecomer disadvantages when they source new technologies by cross-border mergers and acquisitions. The acquiring firm that acquires two companies is thus not a single but a cross-case study.

The authors present three contradictory points needing to be balanced and according to which three paradoxes emerge: exploitation from a similar knowledge base and innovation from a complementary knowledge base, efficiency and flexibility, as well as profit and breakthroughs. The authors theorize how paradoxical integration helps manage these interwoven tensions. Further, the assimilate-integration-apply (AIA) path suggests a new behavior logic and path choice for Chinese companies when they follow an ambidextrous strategy.

This paper has implications for future research and for companies’ everyday practice on ambidexterity in Chinese society.

The authors combine ambidexterity perspective and AIA path with linkage-leverage-learning (LLL) to offer an alternative framework and solution for balancing exploitation–exploration paradoxes in EE firms’ internationalization to increase LLL’s explanatory power.

This paper aims to examine different hypotheses concerning the effects of executive incentive on the degree of Chinese foreign direct investment (FDI) ambidexterity. Specifically, this study provides new insights on how executive equity incentive and executive control right incentive may affect overseas ambidextrous strategy of Chinese enterprises.

This study used panel data of Chinese manufacturing listed companies in 2006-2015 to explore the relationships between related factors. Hypotheses are tested by using regression analysis.

This study found that executive equity incentive is positively related to the degree of FDI ambidexterity. It also found that the level at which control right incentives of executive are made has a curvilinear relationship with degree of FDI ambidexterity. Higher level of control right incentive of executive will be associated with higher degree of FDI ambidexterity; however, beyond some level, higher control right incentive of executive will be associated with lower degree of FDI ambidexterity.

This paper has implications to future research and companies’ everyday practice on ambidextrous FDI strategy.

Based on the principal-agent framework and incentive theory, this paper offers an interesting insight of achieving balance of ambidextrous strategy for Chinese multinational enterprises by involving the different roles of executive equity incentive and executive control right incentive they played.