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How to successfully drive open innovation (OI) has been an important issue. However, the existing literature on the determinants of OI mainly focuses on organizational and contingent factors, and the “human side” of it is still not well understood, which also motivates us to explore it more deeply. This paper attempts to link upper echelon theory with OI research using data from a large sample of Chinese listed companies to investigate how the overconfident tendency of the CEO affects his or her preference for different OI modes. At the same time, what role do other top management team (TMT) members play in this process. The results show that overconfident CEOs favor market and organization‐oriented OI over technology‐oriented OI, and TMT governance can moderate such relationship, that is, as the level of TMT governance increases, the preference of overconfident CEOs for market and organization‐oriented OI will be weakened, avoiding the negative effect of excessive adoption of such activities on firm performance. By focusing on the human side of OI, this paper adds to the literature on the impact of strategic leadership, namely the influence of key individual CEO and other executives within the organization on OI management, which is also a response to the emphasis that more attention should be paid to the microfoundations of OI in the future.

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With the fast expansion of urbanization, temporary migrants have become a large demographic in Chinese cities. Therefore, in order to enhance the social integration of the migrant population, scholars and policymakers have an urgency to investigate the influencing factors of the integration progress. Prior studies regarding social integration have neglected to examine this topic from the perspective of social participation. Empirical research is conducted based on the data of 15,997 migrants across eight cities in the 2014 wave of National Migrant Population Dynamic Monitoring Survey (MDMS) in China. Hierarchical linear models were used to test the hypotheses regarding the impacts of formal social participation (FSP) and informal social participation (ISP) on social integration. Community type, neighbor composition, hometown pressure, withdrawal guarantee, and constraints of hukou were examined as moderators. FSP and ISP possess different features such as operating with distinct modes, providing different services. Members within the organizations also entail different rights and responsibilities, providing them with different types of social capital and psychological perceptions. Hence, this study strived to identify the effects of social participation behaviors on social integration from a social capital perspective. The results revealed that social participation is positively linked to social integration. We also distinguished between FSP and ISP of migrants to investigate the boundary effects of different types of social participation on social integration. The findings provide both theoretical and practical implications for scholars as well as policymakers on issues regarding the social integration of migrants.