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Purpose: This paper explores the mechanism of organizational Pao culture in an Oriental cultural context and its impact on CSR implementation and outcomes. Design/methodology/approach: Three short cases are presented to reveal how the traditional Chinese Pao culture influences CSR implementation and outcomes in Chinese firms. Findings: The findings suggest that the traditional Chinese Pao culture is the driver behind the value orientation of the norms of passing on favors and doing good deeds will be rewarded. Knowing this can help leaders in such organizations to incentivize member participation in building organizational Pao culture. Practical implications: Through the collaborative construction of the core of Pao culture and external evaluation standards of corporate social responsibility, enterprises can thus achieve the dual goals of self-development and social benefits. Social implications: Enterprises and managers can be encouraged to draw management wisdom from the essence of cultural norms, so as to achieve the goal of realizing the interests of all CSR participants. Originality/value: This paper emphasizes the dynamics and outcomes of CSR implementation in the context of the traditional Chinese Pao culture and expands the boundary of CSR research beyond a Western cultural setting. [ABSTRACT FROM AUTHOR]

In Massive Open Online Courses (MOOCs), online reviews serve as a basis for teachers to improve their courses. The disconfirmation effect of online reviews, i.e. the inconsistency between the level of attention paid to a course factor and the actual weight of that factor’s influence on learner satisfaction, leads to erroneous judgments by teachers. Based on the two-factor theory of emotion, 4,070 courses and 165,705 online reviews are adopted as a corpus to identify the effect of learner sentiment on the disconfirmation effect. The empirical results show that there is a significant disconfirmation effect for negative reviews, but not for positive ones. A fine-grained analysis on negative sentiment finds that reviews containing more sadness and anger sentiments have a stronger disconfirmation effect. A comparison of course types reveals that the disconfirmation effect is stronger for instrument-based courses than that for knowledge-based and practice-based ones. In addition, negative word-of-mouth weakens the disconfirmation effect of sadness and anger reviews and enhances the disconfirmation effect of positive reviews. Further, learner’s reputation weakens the disconfirmation effect of sadness reviews and enhances the disconfirmation effect of positive and anger reviews. [ABSTRACT FROM AUTHOR]

AbstractNowadays, numerous enterprises are actively adopting electronic performance monitoring (EPM) systems with the goal of enhancing organizational performance by stimulating employee proactive behavior. However, some companies have reported that the EPM system didn't achieve the expected results and even led to the opposite. To address this paradoxical phenomenon, we employed psychological reactance theory to investigate the impacts of employee differentiate perceptions of EPM (developmental EPM [DEPM] and preventive EPM [PEPM]) on individual psychological and behavior reactance. By conducting a three-wave survey questionnaire among 446 corporate employees, we find that DEPM facilitates proactive behavior, while PEPM inhibits such behaviors; Second, psychological reactance mediates the relationships among DEPM, PEPM, and proactive behavior; Third, individual trait mindfulness positively (negatively) moderates the impact of DEPM (PEPM) on psychological reactance. This research elucidates the effects of EPM on proactive behavior, providing valuable information to support attempts to refine digitally driven monitoring models within organizations. [ABSTRACT FROM AUTHOR]