In the face of the sudden outbreak of coronavirus 2019 (COVID-19), some students showed resilience in coping with difficulties while some did not. While different types of students showed different levels of resilience, are there significant characteristics among students with similar levels of resilience? In this study, 3,454 students (aged 15–25 years) were surveyed to understand students' perceived social support-coping modes while investigating the demographic characteristics and mental health status of subclasses of different modes. We found that (1) in the two subgroups of students with extremely low and low levels of perceived social support, the source of students' perceived social support did not have a clear orientation; in the two subgroups with moderate and high levels of perceived social support, the most perceived emotional support was from family and friends, while the least perceived support was companionship from teachers, classmates, and relatives, and problems related to the dependability of friends and communication with family. (2) The degree of social support perceived by students is directly proportional to the coping tendency, i.e., as the degree of perceived social support increases, the proportion of students adopting active coping strategies increases while that of students adopting negative coping strategies decreases; thus, we concluded that high levels of emotional support from family and friends can increase students' tendency of adopting positive strategies to cope with difficulties, while problems related to the dependability of friends and communication with family decrease students' tendency of adopting positive coping strategies. (3) Gender had a significant impact on the extremely low and low levels of perceived social support-negative coping tendencies; these subgroups accounted for 34.6% of the total students. Gender showed no significant influence on other subgroups, a school type had no impact on the distribution of the subgroups. (4) The higher the degree of perceived social support, the lower is the degree of students' general anxiety, and the lower is the degree of impact by the COVID-19 pandemic. The subdivision of student groups allows us to design more targeted support programmes for students with different psychological characteristics to help them alleviate stress during the COVID-19 epidemic.

Heavy parental involvement is widely believed to inhibit creativity. On the basis of this rationale and the self‐creativity literature, this study collected paired data to examine the effects of overparenting (which includes the parental arrangement of daily life affairs and parental involvement in schooling), team learning, and coaching by immediate supervisors on employee creativity (i.e., the creativity of Chinese only‐child millennial employees). The findings are described as follows. First, parental involvement in schooling had a significant and positive effect on employee creativity, and the parental arrangement of daily life affairs was inversely related to employee creativity, as in a U‐shaped relationship. Second, supervisors' coaching behaviours improved employee creativity and partially moderated the relationship between overparenting and employee creativity. Third, team learning moderated the interrelationships between overparenting, coaching behaviours, and employee creativity. This paper discusses the complex factors that shape creativity and provides recommendations regarding the parenting and recruitment of Chinese millennials.

This paper aims to provide an overview of academic research within the field of digital transformation. The authors conduct a bibliometric analysis using VOSviewer, Harzing’s Publish or Perish, and SciMAT to evaluate and visualize the bibliographic materials. The analysis focuses on journals, papers, researchers, institutions, and countries, using bibliometric indicators such as productivity, citations, H-index values, and TLS values. Graphical analyses illustrate co-authorship, co-occurrence of keywords, evolution of research topics, and network of influential researchers within digital transformation. The results complement each other and show that Germany, the United States, and the Russian Federation are the most influential countries in digital transformation research. Additionally, the results suggest that collaboration within this field is still weak, and many research topics are just beginning to emerge. This research provides a summary of most of the key aspects in digital transformation research and helps lay groundwork to shape the future of this growing field.

Why are some social entrepreneurial teams able to adapt to challenges and leverage the opportunities that are generated from a crisis, and why can some start-ups achieve sustained growth yet others do not? From the perspective of relational governance, this study unpacked the mechanism of how entrepreneurial teams promote social start-ups’ abilities to deal with crises and the mediating role of team learning through a survey of 396 social entrepreneurial team members. The results showed four key findings. (1) Trust among entrepreneurial team members has a positive effect on organizational resilience, whereas shared vision and communication-cooperation do not. (2) All the dimensions of relational governance positively promote team learning, and team learning is positively associated with organizational resilience. (3) Team learning mediates the effect of entrepreneurial team relational governance on organizational resilience; specifically, team learning plays a complete intermediary effect on shared vision and communication-cooperation to organizational resilience, whereas it plays a partial intermediary effect on trust in organizational resilience. (4) Team learning is the key factor to organizational resilience, whereas communication-cooperation promotes team learning the most. Practically, to strengthen social start-ups’ organizational resilience, entrepreneurial team members must first improve their understanding of environmental adaptability and then engage in productive and creative dialogues to manage issues, improve team members’ capability in information integration, as well as agree upon the action and activities that should be performed.

Entrepreneurial teams are seen as pilots with which to steer growth in new ventures. However, there is currently a lack of studies exploring how they work under conditions of uncertainty. Based on the upper echelons theory and institutional theory, this study aims to reveal the role of entrepreneurial teams in new venture resilience through a questionnaire survey. Based on the data of 549 valid respondents, we find that resource bricolage is the key factor in new venture resilience, for which entrepreneurial team autonomy management governance is the most effective means. Specifically, (1) Entrepreneurial team profit-sharing governance and management autonomy governance significantly improve new venture resilience, whereas equity governance does not. (2) All the assessed means of entrepreneurial team contractual governance positively stimulate resource bricolage, with management autonomy governance playing the greatest role. (3) Resource bricolage significantly promotes new venture resilience and plays a complete mediating role in the relationship between equity governance and organizational resilience, and also plays a partial mediating role in the relationships of profit-sharing governance and management autonomy governance in regard to organizational resilience. These results suggest that entrepreneurial teams should prioritize authorizing further management rights to encourage team members to take on additional responsibilities, which could improve the resource bricolage capacities of new ventures and thus strengthen their resilience in tackling struggles.