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The Soybean Producer Subsidy Policy (SPSP), an agricultural support policy enacted in China within the past few years, is designed to optimise crop planting structure. This study analyses the impact of SPSP on the crop planting structure in terms of absolute and comparative incomes and elucidates the mechanisms involved.

Utilising balanced county-level panel data from 966 counties in China’s major soybean-producing regions, spanning from 2008 to 2021, we investigate the impacts of SPSP on crop planting structure by applying a difference-in-difference (DID) model.

The findings reveal several crucial insights. First, SPSP optimises the crop planting structure in Northeast China, primarily through an expansion in the area sown to soybeans and a simultaneous reduction in the area sown to maize. Second, the impacts of SPSP gradually strengthen over time but begin to weaken by 2021. Third, heterogeneity analysis indicates that the effects of SPSP are most pronounced in Eastern Inner Mongolia, followed by Heilongjiang, Jilin, and Liaoning. Finally, SPSP incentivises farmers to expand soybean sown areas by improving absolute rather than comparative incomes from soybean cultivation.

Addressing structural contradictions within China’s food supply chain necessitates the adjustment of support policies for different crops to mitigate market distortions. Establishing a holistic agricultural support system encompassing various crops could promote sustainable agricultural practices in the future.

Our findings are valuable for policy makers in China and globally who aim to establish support systems for regional linkages that include a variety of crops.

The principle of distributing the incomes according to the production elements implies that the value of employees’ human resources should be considered in the distribution. The incomes should be distributed according to employees’ abilities and performances in the course of generating wealth (including realized or unrealized portion). The employees have the rights and interests of participating in the course of distribution, and share the losses which can achieve the goal of combining the rights, responsibilities and interests.

The purpose of this paper is to examine a Chinese indigenous concept of organizational ownership behavior (OOB) as an aspect of employee suzhi in relation to organizational citizenship behavior (OCB) in the Western context.

A content analysis based on a review of related research in Western mainstream and Chinese domestic literature is conducted.

Suzhi at the organizational level can be linked to the construct of OCB. In Chinese organizations, a relevant concept to OCB can be better understood as OOB to capture the sociopolitical and cultural context unique to Chinese organizations. The dimensional structure of OOB is presented to differentiate it from OCB which is popular in the Western context.

The identified construct of OOB offers important implications for indigenous Chinese management research and human resources management (HRM) practice. OOB, based on Chinese management practice, can better conform to China’s unique historical and cultural context and management practices. This concept varies distinctively from Western OCB in terms of its connotation and dimensions.

The concept of OOB as an indigenous employee organizational behavior in the Chinese context is conceptualized. The paper differentiates the OOB construct from OCB and presents an initial set of six dimensions of OOB for future research.