Emotional and Subjective Influences on Joint Cultivation of Regional Human Capital

Abstract

Past experiences demonstrate that irrational factors consistently act as either "boosters" or "obstacles" in talent collaborative development initiatives. These factors exert significant, often unexpected, influences on group development behaviors. Elements such as "confidence," "fairness," and "stories" profoundly impact the implementation of regional talent collaboration, with effects ranging from positive to negative. A key research priority is designing pathways to help participants mitigate the adverse effects of these irrational factors. Drawing on interdisciplinary theories from economics, psychology, and talent studies, this paper systematically explores the mechanisms through which irrational factors operate in regional talent collaboration, supported by empirical insights and case studies. It further proposes targeted countermeasures to harness their positive potential while minimizing harm, aiming to provide a theoretical foundation and practical guidance for sustainable regional talent development.