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As China has pressed ahead with rural revitalization in recent years, its rural financial sector has also developed rapidly and the financial environment has been greatly improved. But compared with urban areas, the rural financial sector makes rather limited contributions to rural economic development for a variety of reasons, including single types of service providers, narrow coverage, and lack of services and products. The underdevelopment of the rural financial system is closely related to the characteristics of its target customers and the economic system. The deficient rural financial credit system, the low level of IT application, the difficulty in data collection and integration, and the insufficient collateral of farmers pose high costs and huge risks for financial institutions when providing credit and other financial services.

In the present case, fintech and financial innovation complement each other: The application of fintech makes innovation possible, and the need for financial development fuels the development of fintech. Leveraging fintech and new business models, MYbank has overcome the main obstacles in the development of rural finance to provide convenient financial services for farmers and rural MSEs. Fintech is the abbreviation of “financial technology.” It can be understood as the combination of finance and technology for easier understanding, but it is more than that. Fintech refers to the innovation of traditional financial products and services with various technologies to improve efficiency and reduce operating costs. The emergence and development of fintech have led to the creation of new business models, applications, and processes, which have triggered major changes in financial markets, financial institutions, and the ways financial services are delivered, and are reshaping the financial landscapes of countries and even the world.

There are three major problems in the development of rural finance: difficult access to data, difficult risk management, and difficult market penetration. In order to gradually remove the obstacles and guarantee sustainable business development, MYbank has created three new business models with the power of fintech: digital inclusive finance at the county level, industrial finance, and platform finance. With these models, MYbank is searching for a “Chinese solution” to the worldwide problem of rural inclusive finance.

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue.

This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace.

This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

The purpose of this paper is to examine the relationships between supervisor-subordinate deep-level similarity and employee taking charge behavior. Face consciousness (FC) and managerial competency of inclusion (MCI) are examined as moderators.

Responses from 193 employees and 51 supervisors were examined using hierarchical linear analysis to assess the relationship between the study variables because employee responses were nested within supervisor.

Supervisor-subordinate deep-level similarity is positively associated with employee taking charge behavior. Employee FC moderates the relationship between deep-level similarity and taking charge. MCI also moderates the relationships between deep-level similarity and taking charge.

The study is cross-sectional; longitudinal studies are needed to examine the relationships among study variables over time. This work should also be extended to the western context. The findings highlight deep-level similarity as predictive of taking charge while also identifying MCI and FC as important for understanding what predicts taking charge.

The findings can be used to develop managerial training programs that foster competency of inclusion. It is possible to develop organizational interventions (selection and training) to maximize employees and manager congruence/fit.

This study is a novel contribution that investigates facet of proactive behaviors. Examining the moderating roles of FC and MCI further elucidates how similarity fosters taking charge behaviors.

The purpose of this paper is to test the relationship between the five‐factor model (FFM) of personality and job performance in Chinese organizations via meta‐analysis. It also aims to look at the moderating effects of job types and rating sources, and give some suggestions for future studies and practical application.

This paper uses meta‐analysis as its main approach. According to the selecting criteria, nine papers from Chinese Academic Database and Chinese Excellent Graduate Dissertation Database are selected as samples for analysis. Basic statistics, homogeneity test and analysis of variance are used to analyze the data.

All the five factors of FFM are significantly related to the overall job performance in Chinese organizational context. Conscientiousness has the highest correlation coefficient while neuroticism has a negative relation with the performance. Neuroticism is more related with contextual performance than with task performance. Overall, FFM is related to self‐rating performance more than that with others‐rating performance. Correlations between extraversion and job performances are higher for the teacher group than for the other job groups.

The limitation of the paper is that the sample size is not big enough. The implications of findings are discussed.

The paper shows that under Chinese situation, FFM has significant relation with job performance which implies that FFM can be applied to some activities of human resource management to some extent.

The paper summarizes almost all the empirical studies on the relation between FFM and job performance in China since 1995. This is the first time a meta‐analysis of FFM has been done by using papers published in China. It contributes to the existing literature by extending the research scope and taking Chinese local literature into consideration.

Prior research indicates that empowering leadership has simultaneous contradictory effects on work performance. This study aimed to explore contradictory mechanisms through which empowering leadership is related to work role performance behaviors.

The sample was composed of 274 professionals from five IT companies located in the Baltic area. OLS regression analyses were performed using MEDCURVE for SPSS 23.0.

Empowering leadership is positively related to work role performance behaviors; additionally, perceived uncertainty mediates the relationship between empowering leadership and work role performance behaviors, with the relationship between empowering leadership and uncertainty having a curvilinear U-shape (concave upward). That is, although empowering leadership is positively related to work role performance, the relationship between empowering leadership and work role performance though uncertainty becomes non-significant at high levels of empowering leadership.

This is one of the first studies to demonstrate that empowering leadership is related to work performance through simultaneous compensatory mechanisms. Moreover, this study provides evidence about the curvilinear relationship between empowering leadership and performance through uncertainty (previously unknown).