The study aims to explore the psychology and behavior of employees in organizations in enterprise innovation. Based on the human resource management system, organizational psychological ownership, and other related theories, the transformational leaders and their advice behavior in start-ups are taken as the research object. The data obtained from the questionnaire as the research samples. Second, the influence and intermediary effect of employees’ organizational psychological ownership on colleagues, leaders, and the whole enterprise are discussed, and the corresponding conclusions are drawn. (...) The results show that the path coefficients of transformational leaders of start-up enterprises for employees’ advice to their superiors and their peers are 0.28 and 0.31, respectively, and p < 0.01. Therefore, transformational leadership has a positive impact on both elements. In the relationship between organizational psychological ownership and employee creativity, the r value is 0.34 and p < 0.01. This shows that organizational psychological ownership positively correlates with employees’ creativity. In addition, corporate support can mediate employees’ behavior and psychological ownership in the organization and has a positive correlation in support, identity, and care. Therefore, the impact of organization-employees relations on employees’ innovation behavior is discussed based on organizational psychology and culture, which can improve employees’ subjective initiative for work and provides ideas for the management and development of start-ups. (shrink)

Social-bots-mediated information manipulation is influencing the public opinion environment, and their role and behavior patterns in news proliferation are worth exploring. Based on the analysis of bots' posting frequency, influence, and retweeting relationship, we take the diffusion of The New York Times' coverage of Xinjiang issue on the overseas social platform Twitter as an example and employ the two-step flow model. It is found that in the role of second-step diffusion, unlike posting news indiscriminately in first-step diffusion, social bots are (...) more inclined to postcontroversial information in second-step diffusion; in terms of diffusion patterns, although social bots are more engaged in first-step diffusion than in second-step diffusion and can trigger human users to retweet, they are still inferior to humans in terms of influence. (shrink)

Employees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–member exchange theory and resource conservation theory, the leaders' bias tendency will lead to the workplace marginalization perception of some employees and promote the generation of employees' knowledge hiding behavior. Thus, this research is intended to discuss the influence of leaders' bias tendency toward employees' knowledge (...) hiding behavior, and to analyze the mediating effects of employees' perception of workplace marginalization and the moderating role of emotional commitment to the organization. The sample of this study covered 500 Chinese full-time corporate employees. The conclusions of the research indicate that the following: Leaders' bias tendency is vitally and absolutely correlated with employees' knowledge hiding behavior; Workplace marginalization perception plays an intermediary role between leaders' bias tendency and employees' knowledge hiding behavior; Emotional commitment to the organization plays a negative moderating role between leaders' bias tendency and employees' knowledge hiding behavior; Emotional commitment to the organization plays a negative moderating role between workplace marginalization perception and employees' knowledge hiding behavior. These findings will help organizations and managers to recognize the harm of bias tendency, regulate their own behaviors, and effectively reduce the generation of employees' knowledge hiding behaviors, thereby promoting knowledge sharing and innovative behaviors in organizations. (shrink)

本书从本体论和神学背景出发,将谢林哲学与现当代西方哲学联系起来。对“谢林哲学的转向”、“潜能学说”、“神话哲学”、“自由学说”等作了研究。.