平台经济条件下，企业运营趋向于平台化，员工则成为内部创业者。基于主动动机模型和工作—环境匹配模型，构建以心理所有权、工作重塑为中介变量，创业文化为调节变量的平台型领导与员工内部创业行为关系模型。实证研究发现：平台型领导显著正向影响员工内部创业行为；心理所有权和工作重塑分别在平台型领导与员工内部创业行为之间发挥部分中介效应，且心理所有权显著正向影响工作重塑，二者在平台型领导与员工内部创业行为之间发挥链式中介效应；内部创业文化正向调节平台型领导与员工内部创业行为间关系，内部创业文化水平越高，平台型领导对员工内部创业行为的直接效应越大。

Enterprise operations tend to be platform-oriented in the platform economy, and employees become intrapreneurs. Platform leadership provides development opportunities for employees by building a career platform. Can platform leadership actively influence intrapreneurial behavior? What is the impact mechanism? A thorough study on this issue can help enterprises find effective ways to promote the development of “company platformization” and "employee-maker orientation". However,there is inadequate research in the existing studies.
Hence, to further research on the impact mechanism of platform leadership on intrapreneurial behavior, this study proposes the relationship model of platform leadership and employee intrapreneurial behavior with psychological ownership and job crafting as the mediating variables and entrepreneurial culture as the moderating variable based on the proactive motivation model and job-environment matching model. It uses first-hand survey data from 354 employees from enterprises in high-tech manufacturing, communication and IT industries, internet industries, new energy and new materials industries as samples, and conducts empirical research on the mediating effects of psychological ownership and job crafting and moderating effect of entrepreneurial culture on the relationship between platform leadership and intrapreneurial behavior. Then it measures “platform leadership” “intrapreneurial behavior” “psychological ownership” “job crafting” and “entrepreneurial culture” on existing mature scales by the Likert’s five-point scoring method, and conducts validity tests, aggregation tests, descriptive statistics, correlation analysis, and hypothesis tests on the data by SPSS.
The conclusions are as presented. Firstly, platform leadership has positive effects on employee intrapreneurial behavior, indicating that platform leadership can effectively promote intrapreneurship and achieve "employee-maker orientation". The career platform created by platform leaders creates opportunities for employees to start new businesses internally and provides guarantees and resources for the success of intrapreneurship. At the same time, the value concept of platform leaders' shared growth and their tolerance for entrepreneurial failure make employees willing and dare to engage in intrapreneurial activities. Secondly, psychological ownership and job crafting have partial mediating effects between platform leadership and employee intrapreneurial behavior, respectively, and psychological ownership has positive effects on job crafting; the two play a chain mediating role between platform leadership and employee intrapreneurial behavior. That is, platform leadership influences intrapreneurial behavior through a dual path, namely the psychological path of psychological ownership and the behavioral path of job crafting. This means that broad job design provides employees with more work autonomy, allowing them to discover entrepreneurial opportunities through job crafting, and can better promote the role of platform leadership in influencing employees’ intrapreneurship. Thirdly, entrepreneurial culture has positive moderating effects on the relationship between platform leadership and employee intrapreneurial behavior, which means that the higher the level of entrepreneurial culture, the greater the direct influence of platform leadership on employee intrapreneurial behavior. Organizational situational factors are important because they influence employee motivation for proactive behavior, and the improvement of intrapreneurial initiative among employees requires a good entrepreneurial culture to provide support. This conclusion indicates that shaping a good entrepreneurial culture helps platform leadership exert its influence on employees' intrapreneurship.
In summary, this study explores the positive impact of platform leadership on the intrapreneurial behavior of employees based on the proactive motivation model. By introducing psychological ownership and job crafting, it further analyzes the psychological and behavioral pathways of the impact of platform leadership on employee intrapreneurial behavior, and confirms the dual mediating effects of psychological ownership and job crafting between platform leadership and intrapreneurial behavior. In addition, the study clarifies the boundary role of organizational contextual factors in the impact of platform leadership on employee intrapreneurial behavior; with entrepreneurial culture as a moderating variable. it explores the boundary conditions of the influence of platform leadership, and the research results show that organizational situational factors can affect the effectiveness of platform leadership on employee intrapreneurial behavior. Future research can compare the impact of platform leadership and other leadership styles on employee intrapreneurship, explore other impact paths, reveal the underlying mechanisms, and choose individual characteristic factors such as entrepreneurial ability and entrepreneurial attributes for further exploration.