Compared with incremental innovation, breakthrough innovation is essential to sustaining competitive advantage, but breakthrough innovation has the characteristics of high standards and strict requirements. As the main body and foundation of enterprises, the attitude and behavior of employees play a vital role in enterprise innovation. Based on the positive organizational behavior theory and knowledge management theory, the purpose of this paper is to investigate the relationship between psychological capital and breakthrough innovation, and we also integrate tacit knowledge sharing and task interdependence into the research framework, so as to further explore the influence mechanism of employees\' psychological capital on breakthrough innovation. Utilizing a quantitative method, this study takes employees of Yunnan coffee enterprises as investigation objects, the data was analyzed using regression analysis through SPSS 24.0, and the existence of mediation was further verified by Bootstrap test. The results showed that the psychological capital of employees have a positive impact on breakthrough innovation; tacit knowledge sharing partially mediates the relationship between psychological capital and breakthrough innovation; and task interdependence plays a moderating role, that is, the stronger the task interdependence, the stronger the influence of employee psychological capital on breakthrough innovation. This study enriches the research on the influencing factors of breakthrough innovation of Yunnan coffee industry, expands the application scenarios of the related theory, emphasizes that the importance of psychological capital and the breakthrough innovation is the result of the interaction and value-added linkage of various internal and external resources.

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This study explores gratitude as a multidimensional and work-specific construct. Utilizing a sample of 625 employees from a variety of positions in a medium-sized school district in the United States, we developed and evaluated a new measure, namely the Work Gratitude Scale (WGS), which encompasses recognized conative (intentional), cognitive, affective, and social aspects of gratitude. A systematic, six-phased approach through structural equation modeling (SEM) was used to explore and confirm the factorial structure, internal consistency, measurement invariance, concurrent, convergent, and discriminant validity of the WGS. The results supported a 10-item measure with three dimensions: \"grateful appraisals\" (three items), \"gratitude toward others\" (four items), and \"intentional attitude of gratitude\" (three items). Thereafter, first-order, second-order, and bifactor confirmatory models were estimated and compared. Work gratitude was found to be best described by a second-order construct with three underlying first-order dimensions. Measurement invariance was supported in relation to gender. Concurrent validity was supported in relation to two existing dispositional gratitude scales, namely the Gratitude Questionnaire and the Gratitude, Resentment, and Appreciation Scale (GRAT). Convergent validity was supported in relation to the Core Self-Evaluations Scale (CSES) and the Psychological Capital Questionnaire. Discriminant validity was supported in relation to various demographic factors such as age, gender, occupation, and tenure. The findings support the WGS as a multidimensional measure that can be used in practice to measure overall work-related gratitude and to track the effectiveness of gratitude-related workplace interventions.

BACKGROUND: Positive Organizational Behavior (POB) as an application of positive psychology provides the opportunity to nurses to deliver an effective and high-quality service. This study aims to predict positive organizational behavior based on structural and psychological empowerment among Nurses.
METHODS: In this descriptive-analytical study, the selected population was the nurses working in university hospitals affiliated to Kermanshah University of Medical Sciences, of which 152 people were selected using quota sampling strategy and according to the set entry criteria. The research data were collected using the standard questionnaires of Kanter\'s Structural Empowerment, Spreitzer\'s Psychological Empowerment, and Luthans\' Positive Organizational Behavior, and were then entered into SPSS16 software.
RESULTS: There are significant and direct relationships between the elements of structural empowerment with positive organizational behavior (r = 1.496), and psychological empowerment with positive organizational behavior (r = 1.379). Overall structural and psychological empowerment criteria predict 29% of variance in positive organizational behavior among nurses.
CONCLUSIONS: This study highlights the importance of structural and psychological empowerment as strong predictors for positive organizational behavior.

Employees\' positive organizational behavior (POB) is not only to promote organizational function but also improve individual and organizational performance. As an important concept in organizational research, organizational justice is thought to be a universal predictor of employee and organizational outcomes. The current set of two studies examined the effects of organizational justice (OJ) on POB of employees with two different studies, a large-sample survey and a situational experiment. In study 1, a total of 2,566 employees from 45 manufacturing enterprises completed paper-and-pencil questionnaires assessing organizational justice (OJ) and positive organizational behavior (POB) of employees. In study 2, 747 employees were randomly sampled to participate in the situational experiment with 2 × 2 between-subjects design. They were asked to read one of the four situational stories and to image that this situation happen to the person in the story or them, and then they were asked to imagine how the person in the story or they would have felt and what the person or they subsequently would have done. The results of study 1 suggested that OJ was correlated with POB of employees and OJ is a positive predictor of POB. The results of study 2 suggested that OJ had significant effects on POB and negative organizational behavior (NOB). Procedural justice accounted for significantly more variance than distributive justice in POB of employees. Distributive justice and procedural justice have different influences on POB and NOB in terms of effectiveness and direction. The effect of OJ on POB was greater than that of NOB. In addition, path analysis indicated that the direct effect of OJ on POB was smaller than its indirect effect. Thus, many intermediary effects could possibly be between them.

Much research has now documented the substantial influence of safety climate on a range of important outcomes in safety critical organizations, but there has been scant attention to the question of what factors might be responsible for positive or negative safety climate. The present paper draws from positive organizational behavior theory to test workplace and individual factors that may affect safety climate. Specifically, we explore the potential influence of authentic leadership style and psychological capital on safety climate and risk outcomes. Across two samples of offshore oil-workers and seafarers working on oil platform supply ships, structural equation modeling yielded results that support a model in which authentic leadership exerts a direct effect on safety climate, as well as an indirect effect via psychological capital. This study shows the importance of leadership qualities as well as psychological factors in shaping a positive work safety climate and lowering the risk of accidents.