• Energy Research

The psychology of sustainability in terms of sustainable development for work–family conflict (WFC) in organizations has become increasingly relevant in sustainable human resource management research, and the pursuit of sustainable creative performance is an important aspect of corporate sustainable development. Taking a regulatory focus perspective, this study integrates a moderated-mediation model to examine the relationship between work–family conflict and sustainable creative performance. Data were collected from 203 supervisor–subordinate dyads from two branches of a high-end manufacturing enterprise in Shanghai, China. The results reveal that work–family conflict has a positive effect on sustainable creative performance through job crafting, and the effect is stronger when individuals show higher promotion regulatory focus. We discuss the theoretical and practical implications of the study, along with potential future research directions.

Despite the continuous increase in empirical research on pro-social rule breaking (PSRB), why organizational members conduct this behavior volitionally still requires further exploration. Drawing on the conservation of resources theory, our study investigated the impact of leaders’ high performance expectations on employees’ PSRB, following a hypothetical model with work stress as the mediator and perceived organizational support as the moderator. A three-waved time-lagged survey covering 208 dyad data of supervisor-subordinate from 41 teams of five enterprises in Shanghai, China, provided support for our hypotheses. After analyzing, we found that high performance expectations increased employees’ work stress, and further influenced employees’ PSRB substantially via stress, where the relationship was moderated by perceived organizational support. The theoretical and practical implications are discussed from a sustainability perspective.

It is generally believed that having high performance expectations is an effective means of motivating employees to pursue excellence and sustain the motivation driven by it, while ignoring the negative impact that hinders the incentive to sustain such expectations. Drawing on the conservation of resources theory, we constructed a moderated mediation model to examine the relationship between supervisor’s high performance expectations and the employee’s territoriality utilizing data from 291 supervisor–subordinate dyads from two companies in China. The results revealed that task autonomy moderated the indirect and positive effect of high performance expectations on employees’ territoriality through stress, such that this indirect effect was stronger when employees were assigned to higher levels of task autonomy. The theoretical of these findings, as well as future research directions, are discussed.