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We investigated the moderating role of organizational learning on the relationship between perceived overqualification and job satisfaction, affective commitment, and performance. Participants were 49 teams composed of employees and their managers (N = 301) in China. We used
a hierarchical linear modeling approach for analysis. The results indicated that when the level of organizational learning was high, the negative relationship between perceived overqualification and affective commitment was stronger, whereas the positive relationship between perceived overqualification
and performance was weaker when the level of organization learning was high. These findings imply that, in regard to affective commitment and job performance, in terms of organizational learning, it might be better for employees to be just sufficiently qualified or underqualified rather than
overqualified. In this study we have contributed to the literature on the moderators of the relationship between perceived overqualification and its outcomes.

We explored the basic structures of new generation succession and entrepreneurship values from a generation gap perspective by first distributing a preliminary questionnaire to 25 new team leaders and 275 team members in Chinese organizations. Data from 211 other employees were then
analyzed using exploratory factor analysis, with the results showing that new generation succession and entrepreneurship values are each represented by a different 3-factor model. Using item analysis and confirmatory factor analysis, data from another sample of 202 employees were used to confirm
the validity and reliability of the final questionnaire. Results of a hierarchical multiple regression analysis showed that there was a moderating effect of interpersonal relationships (guanxi) and a mediating effect of entrepreneurship values on the relationship between new generation succession
and team performance. Our results have practical implications for firms as regards recruiting and retaining new generation talented employees.

Our aim in this study was to identify the social factors that underpin the career adaptability of college graduates in China by examining the effects of social support and career self-efficacy on career adaptability among a sample of 879 Chinese college graduates. We also emphasized
the moderating role of social comparison in influencing this relationship. The results showed that, (a) social support enhanced career adaptability, (b) career self-efficacy played a mediating role in the relationship between social support and career adaptability, and (c) social comparison
orientation moderated the mediation model; specifically, a high social comparison orientation weakened the enhancing effect of social support on career self-efficacy and career adaptability. Theoretical and practical implications of these findings are discussed.

We investigated how either lack or possession of power affects the individual's escalation of commitment (EOC), that is, the decision to continue the original course of action when confronted with negative feedback. We differentiated the motivational and cognitive approaches to EOC,
and argued that both lacking power (being powerless) and possessing power (being powerful) would intensify the effects of these two approaches so that high-power individuals and low-power individuals would be more prone to EOC than were those with a moderate degree of power. We conducted two
studies with university students as participants. We used different measures of EOC; in the first study we measured general sense of power and in the second we primed power. In both studies results showed that there was a quadratic relationship between power and EOC. The implications for the
research on EOC, de-escalation, and power are discussed.

We applied the emerging process-based approach of strategic human resource (HR) management research by investigating the relationship between 2 types of HR attributions (i.e., commitment-focused and control-focused HR attributions) and 2 key employee outcomes (i.e., turnover intention
and task performance) in an organizational change context. Based on a social exchange framework, perceived organizational support (POS) was introduced as a key mediator. Based on a sample of 350 professional workers, we found that commitment-focused HR attributions were positively related
to POS and that control-focused HR attributions were negatively related to POS. In addition, POS mediated the relationships among commitment-focused HR attributions and the 2 employee outcome variables of turnover intention and task performance as well as the relationships among control-focused
HR attributions and the 2 employee outcome variables. Theoretical and practical implications are discussed.

Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief
executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through
the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring
and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China
and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring
were mitigated. Theoretical and practical implications of these findings are discussed.

We explored how change leadership affects individual innovative behavior in a crisis context. Using the attentional perspective, we proposed a moderated mediation model in which change leadership affected individual innovative behavior via the mediator of individual alertness and the
moderator of perceived supervisor support. We collected data from 247 individuals in 42 companies affected by the 2011 Thailand flooding crisis. Our findings suggest that change leadership has a significant direct and indirect positive effect on individual innovative behavior, and that individual
alertness positively mediates this relationship. Perceived supervisor support moderated the relationship between change leadership and individual alertness only when perceived supervisor support was high (vs. low). Thus, we have provided insight into how change leadership can facilitate individual
innovative behavior in a crisis context.

Our purpose in this paper was to investigate the role of self-construal by emphasizing 2 dimensions, namely the independent and interdependent views of self, as intercultural competencies that aid knowledge transfer and contribute to the enhancement of social capital between expatriates
and host country nationals. Data were collected from 176 expatriates working in China, as well as 176 of their Chinese colleagues, all of whom completed measures of self-construal, frequency of interaction, trust, and shared vision. Further, supervisors rated their subordinates' knowledge
sharing. The results revealed that for both sets of respondents, self-construal were facilitated by building positive relationships. This demonstrates the value of self-construal, revealing practical methods of developing social capital between expatriates and their host country colleagues
as an instrumental means for knowledge transfer.

PurposeThe purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures.Design/methodology/approachInductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used.FindingsResults show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral lesson is an important element. For American managers alone, hostility and vengefulness are important elements. Results suggest that both cultures acknowledge avoidant approaches, but the underlying intentions for Americans alone are associated with a lack of confidence.Research limitations/implicationsResults are based on one conflict scenario and the participants are managers working in mainland China. These factors may limit the generalizability of the results.Practical implicationsThe findings of this paper suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations in different cultures.Originality/valueThe authors present new concepts for potential inclusion in a comprehensive model of conflict management. The authors illustrate the value of using an inductive approach to improve our understanding of conflict management across cultures.