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PurposeDespite the growing research interest in gender diversity, the presence of female executives and organizational outcomes, the relationship between female executives and employment relations outcomes remains under-researched. This study aims to examine the potential relationship between female executives and employment relations outcomes, with the gender gap as a focus.Design/methodology/approachA cross-sectional survey was used to collect data from 2,682 workers from 119 manufacturing firms in Guangdong Province, southern China.FindingsResults show that firms with female executives are more likely to comply with labor laws and promote staff development. The association between female executives and promotion opportunities is stronger for female employees than for male employees. However, there is no significant association between female executives and employee salaries.Originality/valueThis research contributes to employment relations literature and extends the application of social role theory to studies of employment relations in particular societal contexts. This study also provides possible boundary conditions for the existence of queen bee behavior by using data from Chinese factories.

AbstractWith the global trend of sustainable development, traditional nonprofit organizations are facing the challenge of economic value creation. Entrepreneurship offers a possibility for nonprofit organizations to survive with innovative business methods. Entrepreneurial orientation (EO) reflects the degree of innovativeness, proactiveness, and risk‐taking in terms of organizational entrepreneurial behavior. Research on the mechanisms of EO formation in a social context is still in the exploratory stage. While a large number of studies have explored dimensional modifications to EO, it has yet to consider how EO in a social context is affected at the individual level. To address this gap, we explain the potential impact of social entrepreneurs' core self‐evaluation (CSE) on EO from social cognitive theory using a sample of Chinese social enterprises. The findings suggest that CSE has a significant positive effect on EO. We also distinguish the partially mediating role played by the two approaches and avoidance motives. The findings also suggest that the high socioeconomic status of social entrepreneurs strengthens the relationship between CSE and EO, as well as the relationship between CSE and both motives. Our findings provide valuable insights into the decision‐making behavior of social enterprises for sustainable development.