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Job insecurity has been widely associated with reduced constructive work behaviors; however, few researchers have taken counterproductive work behaviors into consideration when investigating job insecurity. From a retaliation perspective, we investigated whether qualitative and quantitative job insecurity increase or reduce employees' workplace deviance and how locus of control moderates these relationships. A survey was carried out with 263 participants from 40 firms in China, who completed mature, established scales, and hypotheses were tested using hierarchical regression modeling. The empirical results showed that quantitative job insecurity reduced organizational deviance and increased interpersonal deviance, whereas qualitative job insecurity increased both organizational and interpersonal deviance. Moreover, internal locus of control weakened the positive relationship between job insecurity and workplace deviance. Therefore, qualitative job insecurity was more detrimental than quantitative job insecurity in terms of workplace deviance, and both were more detrimental to those who are of an external locus of control.

PurposeThe purpose of this paper is to examine the relationship between inclusive leadership and employee work engagement by identifying person-job fit as a mediator, and employee felt responsibility as a moderator.Design/methodology/approachEmploying a two-wave survey from 261 employees across various industries in China, the study tests hypotheses using hierarchical regression analysis with the PROCESS procedure developed by Hayes.FindingsThe results show that inclusive leadership is positively related to employee work engagement through person-job fit. The results further demonstrate that employees’ felt responsibility moderates the positive direct relationship between inclusive leadership and person-job fit as well as the indirect relationship between inclusive leadership and work engagement via person-job fit.Research limitations/implicationsAlthough two-wave data were used to test the model, issues of common method bias cannot be excluded because the data were collected from a single source (the employee).Practical implicationsOrganizations should promote and develop inclusive leaders in the workplace to enhance employee work engagement, and pay attention to employees' felt responsibility for their work to ensure effectiveness of inclusive leadership.Originality/valueIntegrating social information processing theory and person-environment fit theory, this study enriches the theoretical foundation of inclusive leadership scholarship. This study deepens the understanding of the mechanism underlying the link between inclusive leadership and work engagement, as well as an important boundary condition of this relationship, by examining the mediating role of person-job fit and the moderating role of felt responsibility.

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Growing social and academic concerns toward environmental sustainability are constantly driving attention toward eco-innovation as an effective solution to environmental problems. Extant studies on drivers of eco-innovation have not fully investigated the interaction mechanisms between different factors. Drawing upon the resource-based view, stakeholder theory, and environmental literature, this paper aims to explore the mechanisms of how firm capabilities and perceived stakeholder pressure interact to facilitate eco-innovation. Based on survey data collected from 169 Chinese manufacturing firms, the results of regression analysis based on bootstrap resampling method show that environmental management system (EMS) completely mediates the relationship between dynamic capabilities (including absorptive capability and reconfiguring capability) and eco-innovation (including eco-process and eco-product innovation). Furthermore, the relationship between absorptive/reconfiguring capabilities and EMS, as well as the direct and indirect relationship between absorptive capability and eco-process innovation, is contingent upon stakeholder pressure. The direct and indirect effects become stronger when managers perceive higher stakeholder pressure. This paper contributes to answering why firms undertake environmental activities beyond compliance through specifying the interaction between firm capabilities and stakeholder pressure.