The influence of leader humor on employee innovative behavior has been attracting increasingly more attention from various scholars and enterprises. Based on previous relevant literatures in the fields of humor, leadership, and innovation, this study proposes and verifies a model to examine the internal mechanism and boundary condition of the relationship between leader humor, work engagement, supervisor’s organizational embodiment, and employee innovative behavior. Specifically, this study introduces work engagement as a mediator in the relationship between leader humor and employee innovative (...) behavior, and supervisor’s organizational embodiment as a moderator in the relationship between leader humor and work engagement. Then, this study conducts two separate questionnaire surveys on Chinese employees and their direct supervisors at two different times to collect the sample data. In total, 383 supervisor–subordinate dyads were collected. The results suggest that leader humor can promote employee innovative behavior. Work engagement can partly mediate the influence of leader humor on employee innovative behavior. Supervisor’s organizational embodiment of employee can positively moderate the influence of leader humor on work engagement, which in turn ultimately should account for positive increases of employee innovative behavior. The conclusions from the analyses above not only further verify and develop some previous points on leader humor and employee innovation but also derive certain management implications for promoting employee innovative behavior from the perspective of leader humor. (shrink)

The purpose of this study is to understand the current state of learners' use of social media in entrepreneurship courses and explore uses and gratifications on social media in entrepreneurship courses from the learners' perspective. The respondents must have participated in government or private entrepreneurship courses and joined the online group of those courses. Respondents are not college students, but more entrepreneurs, and their multi-attribute makes the research results and explanatory more abundant. The methods used are in-depth interviews and questionnaires, (...) a total of 458 valid data was collected. The results of the survey revealed four gratification factors namely trust, profit, learning, and social in online entrepreneurial groups. It is also found that the structures of the four gratification factors vary in three social media (Line, Facebook, and WeChat). In terms of the trust factor, there are significant differences among the three social media. and the score of ''trust'' outranks other factors. Most of the entrepreneurs' business is "networking business", and the business unit is mostly "micro". In short, the two gratification factors of trust and profit can be seen as specific gratifications for online entrepreneurial groups, especially the trust factor, which deserves more attention in the further research of online entrepreneurial courses on social media. (shrink)