Breakthrough infection with Omicron subvariant BF.7 induces broadly neutralizing antibodies to SARS-CoV-2 variants including XBB lineage (preprint)

Since China eased its COVID-19 response strategies in late 2022, we have been witnessing a rapid and wide spread of SARS-CoV-2 infection across the major cities, including capital Beijing, where Omicron subvariant BF.7 has been dominating the infection. Here, we show that such expansion is unlikely due to a higher binding affinity of BF.7 to human receptor angiotensin-converting enzyme 2 (ACE2) as the similar binding activities were found for other Omicron subvariants tested such as BA.1, BA.5.2, BQ.1, BQ.1.1, XBB, and XBB.1. Additionally, through study of antibody response among six different clinical cohorts, we found that primary infection with BF.7 among the unvaccinated individuals only elicited type-specific neutralizing antibodies to the infecting virus and its close related strains. By a distinct contrast, breakthrough infection with BF.7 among the vaccinated individuals, particularly those severe cases, induced strong and broadly neutralizing antibodies to a diverse panel of SARS-CoV-2 variants and Omicron subvariants including the XBB lineage. A deeper understanding of how these broadly neutralizing antibodies were generated or boosted by BF.7 breakthrough infection will hold the key for augmenting antibody immunity against diverse SARS-CoV-2 variants.

The Influence of Relational Capital on the Sustainability Risk: Findings from Chinese Non-State-Owned Manufacturing Enterprises

During the COVID-19 pandemic, the global economy fluctuated while the Chinese economy remained relatively stable-a distinction that has aroused people's curiosity about the unique operation of Chinese enterprises. Compared with the regularity and competitiveness of traditional market strategy theory, Chinese business management pays more attention to informal institutions and relational capital, which is one of the key features that distinguishes Chinese firms from their Western counterparts. Yet, theoretical research on relational capital against the Chinese cultural background remains scarce, and the particularity laws of the socialist market economy are still unclear. Based on the social capital theory, this paper redefines the concept of relational capital in the context of China and uses factor analysis to construct a relational capital measurement index. On this basis, non-state-owned manufacturing enterprises are then used as a sample to explore the interactive relationship between relational capital and sustainability risk. The empirical results show that relational capital can effectively reduce sustainability risk and ensure sustainable operation. In addition, enterprise growth, enterprise development, and marketization can strengthen the role of relational capital and positively regulate the relationship between relational capital and sustainability risk. This paper innovatively constructs the concept and index system of relational capital in the Chinese context, which is the perfection of relational capital theory. At the same time, it verifies the impact of relational capital on business sustainability, revises the correct cognition of relational capital, and supplements the deficiencies of the extant social socialist market economy research. Supported by both theoretical research and empirical conclusions, corresponding management suggestions are put forward for enterprises, governments, and managers to scientifically guide management practice and provide new ideas for future Chinese-style economic research.

A Creative Pursuit to COVID-19 Intensive Care Team Performance: Role of Shared Leadership and Leader Creativity Expectation (preprint)

Research has consistently demonstrated that shared leadership produces a wide range of positive outcomes. These studies, however, generally are about teams working in normal circumstances, and it is not clear whether and how shared leadership may bring benefits to the teams working in Covid19-ICU. This study draw from team motivation theory and self-fulfilling prophecy at work model to suggest that shared leadership enhances team performance through team motivational processes (i.e. team creativity goal generation and team creativity goal striving). Findings of the empirical analysis of time-lagged data collected from 75 doctors teams working in Covid19-ICU support most of the hypotheses. Findings suggest that shared leadership is indirectly related to team performance through team creativity goal generation and team creativity goal striving. Furthermore, Leader creativity expectations moderations the relationship between shared leadership, team creativity goals generation and team performance. Theoretical contributions and implications for management are discussed in the later sections.