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In comparing Taiwan's presidential elections in 2012 and 2016, looking into the influence of the cross-Strait relationship is an important research topic. Analyses of the 2012 presidential election focusing on the cross-Strait relationship therefore serve as a useful reference for such a comparison. All comments on and analyses of the outcome of Taiwan's 2012 presidential election point to the impact of the cross-Strait economic relationship. By drawing on economic statecraft theories, this paper explores the issue through analyzing post-election survey data. Our study shows that the concern with the impact of the negative development of the cross-Strait economic relationship on Taiwan's economy had Ma Ying-jeou lost the election significantly influenced the decisions of those voters who were dissatisfied with President Ma's performance during his first term and yet still voted for him in the election mainly because of Ma's position on the cross-Strait relationship. They accounted for 5.75% of the total number of voters. Given that the winning margin in the 2012 presidential election was 5.97%, the decision made by the aforementioned voters could have changed the election result. It also shows that 73.7% of the cross-Strait relationship voters were cross-Strait economic voters. Our findings demonstrate that, although the cross-Strait relationship per se may not be the most crucial factor that determines the voting choice of the Taiwan people, it however proves the influence of the cross-Strait economic relationship over the election, hence the economicization of the cross-Strait relationship. By economicization, it is meant that the cross-Strait economic relationship appears to be a dominant issue in the cross-Strait relationship.

PurposeThis study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence.Design/methodology/approachThe sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study.FindingsThe results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect.Practical implicationsThe results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs.Originality/valueBased on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the "black box" of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.

Employee behavior that is unethical but that may potentially benefit the organization is termed unethical pro-organizational behavior. Based on social identity theory, we examined the influence of a self-sacrificial leadership style on employees' unethical pro-organizational behavior,
as well as the mediating effect of identification with leader and the moderating role of collectivism. Participants were 336 Chinese employees in different industries including telecommunications, manufacturing, and catering. Results show that self-sacrificial leadership was positively related
to the employees' unethical proorganizational behavior, and the positive influence was mediated by identification with leader. Additionally, collectivism moderated the relationship between self-sacrificial leadership and the employees' unethical pro-organizational behavior, such that the positive
relationship between self-sacrificial leadership and unethical proorganizational behavior was stronger when collectivism was higher. Theoretical and practical implications are discussed.