Who buys New Energy Vehicles in China? Assessing social-psychological predictors of purchasing awareness,intention, and policy

This paper investigates the salience of social-psychological factors in explaining why drivers purchase (or fail to purchase) New Energy Vehicles (NEVs)—including hybrid electric vehicles, battery electric vehicles, and fuel cell electric vehicles—in China. A questionnaire measuring six dimensions (including attitudes, subjective norms, perceived behavioral control, personal norms, low-carbon awareness and policy) was distributed in Tianjin, where aggressive policy incentives for NEVs exist yet adoption rates remain low. Correlation analysis and hierarchical multiple regression analyses are applied data collected through 811 valid questionnaires. We present three main findings. First, there is an “awareness-behavior gap” whereby low-carbon awareness has a slight moderating effect on purchasing behavior via psychological factors. Second, subjective norms has a stronger influence on intention to purchase New Energy Vehicles than other social-psychological factors. Third, acceptability of government policies has positive significant impact on adoption of New Energy Vehicles, which can provide reference potential template for other countries whose market for New Energy Vehicles is also in an early stage.     

Le rôle des stresseurs sur le comportement d’innovation : Quand le leadership habilitant du supérieur protège le potentiel d’innovation des travailleurs

This study focuses on the relationship between workplace stressors and innovative work behavior. The joint analysis of the mediation process supporting this relationship as well as the influence of certain external conditions such as the moderating role of the supervisor has made it possible to highlight the dynamic that underlie the relationship between stressors and innovation behavior. Using the challenge-hindrance model, this theory proposes that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on innovative work behavior through psychological empowerment (PE). Furthermore, empowering leadership (EL) has the potential to optimize the benefits of challenge stressors and reduce the effects of hindrance stressors on PE and indirectly on innovation work behavior. In support of these predictions, a time-lagged study of 146 employees from various Canadian firms reveals that hindrance stressors, particularly role ambiguity, are negatively related to innovative work behavior through PE. Moreover, when EL was high, the positive effects of role overload were enhanced through PE while the negative effects of role ambiguity and role conflict were attenuated. The implications of these findings for research and practice are discussed.