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"Given the popular belief that China's comparative advantage is its low labour cost, The Source of Innovation in China argues that the fundamental source for Chinese economic growth is its innovation. Based on qualitative case studies and quantitative surveys of 600 firms, this research describes the competitive advantages of successful Chinese enterprises and builds a theoretical framework for innovative firms and empirically tests the resulting hypothesis. The authors explore the general features of Chinese enterprise and innovation, hypothesizing that the rapid economic development in China is based on innovation. This innovation is not only about technological innovation, but also process and strategy innovation. Cases are drawn from technological innovative firms and from traditional labour-intensive industries. Moreover, the underlying source of Chinese innovation is centred on its people, and the authors discuss this by looking at the philosophical, linguistic and culture influences. They take a broad stakeholder perspective and employ social network theory to explain that, by extension, innovative people surround the organization and create organizational values. At the organizational level, they propose a theoretical framework of a High-Innovative Human System, by integrating both Western and Chinese management systems. "--

Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms' sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership's effect on task performance while partially mediates servant leadership's effect on subordinates' OCB. In contrast, cognitive trust did not mediate servant leadership's effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.